menerajui inovasi ke arah kemakmuran sejagat · 2015-01-11 · wahid omar bertemu mesra, berkongsi...

Wahid Omar

Bertemu mesra, berkongsi rasa, mencambah minda # 1, 2015

Perutusan Tahun Baharu Naib Canselor 2015

Menerajui InovasiKe Arah

Kemakmuran Sejagat

5 Januari 2015 14 Rabi’ul Awal 1436 H

The contents

• 2015

• Some facts and figures

• The book

• PGU2

– Strategic map 2015-2017

– The desired state 2020

– Some proposed strategic actions

• What’s next

• Challenges/Risks

“Telah nampak fasad (kerosakan) di darat dan di laut disebabkan perbuatan tangan manusia, supaya Allah merasakan kepada mereka sebahagian daripada (akibat) perbuatan mereka, agar mereka kembali (ke jalan yang benar)” [Ar-Rum (30):41].

IDEASMasputeriah HamzahNor Azman IsmailWahid

EDITORMasputeriah HamzahAzian Abd. Aziz

CONTENT CONTRIBUTORSNorizan SallehAzlina Siron Sabri AhmadAhmad Hilman BorhanZalawati Suffian Faizal Jalal

PHOTO/ FOOTAGESUTM Photographers

CONTENT COORDINATOR Nor Idiana Hamidi

MULTIMEDIA DESIGNERNur Amalina Hamidi

AUDIO EDITINGAbdul Arif Abdul Muttalib

VIDEO RENDERINGMohd Sharul Hafiz Razak

E-LPPT/E-LNPT Submission

Year 2011 2012 2013 2014

ELPPT % (academic)

73 72.03 75.41 91.91

ELNPT % 360/ELNPT

(PPP)

96.67 94.71 97.49 98.84

Emolumen Staf Akademik 2014

KATEGORI STAF EMOLUMEN2014 (RM) *

JUMLAH (RM/ JUTA)

AkademikTetap 1,816 225.3 Juta

260.6Kontrak* 221 35.3 Juta

PPPTetap 3,344 154.0 Juta

166.2Kontrak 344 12.2 Juta

JUMLAH 426.7

*Merangkumi Gaji/Upah, Elaun tetap, Sumbangan berkanun

Emolumen Staf UTM 2014

GRED STAF EMOLUMEN 2014 (RM/ JUTA)

VK, VU 210 57.0 (57,023,760)

DS 45-54DG 41-54

1827 203.6 (203,603,705)

JUMLAH 260.6

BIL JENIS PERBELANJAANPERBELANJAAN

(RM/ JUTA)

1.PENYELENGGARAAN DAN PEMBAIKAN

31,549,994.09

2. PERKHIDMATAN DAN HOSPITALITI 20,745,062.93

3. UTILITI 34,479,279.43

JUMLAH 86,774,336.45

Perbelanjaan Penyelenggaraan, Pembaikan & Utiliti

Contents

1 Membudaya Inovasi dan Membentuk Nilai

2 Pengajian Tinggi dan Agenda Inovasi Negara

3 Menyelami ‘Rahsia’ Kejayaan UTM SepanjangTahun 2012-2014

4 Pencapaian UTM 2014

5 Pelaksanaan Program Berimpak Tinggi 2015-2017

6 Aspirasi dan Harapan 2015

Our Philosophy, Vision, Mission

Philosophy

To be recognised as a world class centre of academic and technological excellence Vision

The divine law of Allah is the foundation for science and technology. UTM strives with total and unified effort to attain excellence in science and technology for universal peace and prosperity in accordance with His will

MissionTo be a leader in the development of human

capital and innovative technologies that will

contribute to the nation’s wealth creation

• UTM Philosophy, Vision and Mission

• UTM as a leading RU – R, D, C and wealth creation

• PGU 2020

• DNA and eco system in UTM

• Graduate Attributes

Menerajui Inovasi Ke Arah Kemakmuran Sejagat

Membudaya Inovasi danMembentuk Nilai

• PGU2 – high impact initiatives

• Scenarios – local and international

– ASEAN, UN

– RMk 11/budget 2015

– People economy

– Knowledge-based high income nation

• Education – ROI, quality, governance, nation building, new business model


• Page 7 – innovation defined

• Malaysia beyond 2020 – Malaysia competitiveness


Inovasi berasaskan teknologi merupakan bentuk inovasi yang berupaya meningkatkan daya saing sesebuah negara di peringkat antarabangsa. Bentuk inovasi ini lebih lestari dalam jangka masa yang panjang dengan pulangan yang lebih lumayan melalui peningkatan produktiviti serta pembentukan pengetahuan, modal insan dan peningkatan aktiviti ekonomi bernilai tambah tinggi – page 11

(Zaini Ujang)


Universiti merupakan tempat optimum untuk menggiatkan inovasi melalui aktiviti pengajaran dan pembelajaran, penyelidikan dan pembangunan serta pembentukan modal insan untuk masyarakat dan negara. Ekosistem universiti seharusnya memberi kebebasan kepada warganya mengeksperimen, mencipta dan meneroka pengetahuan dalam pelbagai bentuk…

Stephen Ciesinski

Page 12


Penetapan agenda memakmurkan inovasi bukanlah agenda baharu bagi UTM. Kita hanya mengulangi komitmen universiti terhadap komponen inovasi seperti yang terkandung dalam tagline UTM, iaitu “Inovatif Ÿ Entrepreneurial � Global”. Agenda inovasi turut merupakan tanggungjawab yang telah diabadikan menerusi falsafah UTM sejak sekian lama. Falsafah universiti menggariskan usaha universiti secara “menyeluruh dan bersepadu memperkembangkan kecemerlangan sains dan teknologi untuk kesejahteraan dan kemakmuran sejagat sesuai dengan kehendak-Nya”.

Page 15

Pengajian Tinggi dan Agenda Inovasi Negara

• EPU

• 10 SHIFT

• RU reports

• High impact programs/initiatives in PGU2 (2015-2017)

The National Scenario

The National Education Blueprint for Higher Education 2015-2025 (Higher Education Blueprint) SHIFT:• Empowered governance• Financial sustainability• Higher education excellence• Holistic entrepreneurial graduates• Innovation ecosystem• Higher education delivery transformation• Private HEIs enhancement• Enculturation of lifelong learning• Technical and vocational education transformation• Global prominence

• Intensification of online learning

The Way Forward of MRUs• Dictate the direction of industries by identifying their needs and

developing R&D to suit their needs.• The strategy for MRUs is commercialisation of ideas rather than their

R&D products.• The MRUs must be respected, referred, relevant, responsible and

responsive to society.• The aim is to have at least a world class RU in 2025.

What does EPU want from HE?

KPI and outcome for the higher education sector need to meet the following:

• People oriented: “High tech-high touch”• Demand driven: result oriented• Cost effective: efficient and effective• Value for money• Quality• Timely• Impactful • System transformation• Image rebranding

What does EPU want from HE? (cont.)

Shortfalls with regard to KPI:

• Need to do benchmarking with international standards.

• Slow improvement• Costly• Numerous public criticism and dissatisfaction• Lack of human touch

Menyelami ‘Rahsia’ Kejayaan UTM

• PGU 2012 -2020

• DNA (Jad 3.3, pg 55)

– ‘kesepakatan, keterangkuman, keterlibatan’

– Soul

• KAI – monitored and reported

• New academia (Jad 3.4,pg 58)

• BOS, Lean 6-sigma, transformation

Pencapaian 2014

• Jadual 4.1 – MyRA2

• Jadual 4.2 – BSC UTM

• Jadual 4.3 – CAP, PSPTN

• Jadual 4.5 – Our students

• Jadual 4.6 – Academic staff

• Sustainable campus, Energy, HCBP

• PGU2

Summary of KAIs

PGU TOTAL KAI’s

PGU Fasa I(2012-2014)

- 56PGU Fasa II

(2015-2017)

StakeholdersPerspective

Internal Process

LearningGrowth

Financial 3612 13 6 5

For details, please refer to page 92, Menerajui Inovasi ke arah Kemakmuran Sejagat

LEVEL OF ACHIEVEMENTS NUMBER OF KAIs PERCENTAGE (%)

≥ 60% 40 71.4

< 60% 16 28.6

For details, please refer to Table 4.2 page 67-75, Menerajui Inovasi ke arah Kemakmuran Sejagat

Key Performance Indicators

Bil. Petunjuk Pencapaian Utama 2012 2013 2014Nov

1. Mahasiswa UTM 24,275 24,742 23,974

Purata Nilai Gred Kumulatif (PNGK) Kemasukan Mahasiswa Tahun 1 3.71 3.78 3.72

Peratusan Mahasiswa

Pascasiswazah53% 55.6% 56.7%

Mahasiswa PhD 4,445 5,140 5,383

2. Peratus Staf Berkelulusan PhD 70.49% 75.05% 78.06%

Nisbah Staf

(Akademik: Staf PPP)1:1.63 1:1.64 1:1.7*

3. Bilangan Penerbitan Ilmiah

(SCOPUS/Web of Science)2,249 2,318

3,081

Impact Factor 1112.63 1816.57 1976.89

Cumulative Citation 25,567 27,46938,811

Nota: * 1:1.5 merujuk kepada staf tetap sahaja1:1.7 merujuk kepada staf tetap dan staf kontrak.

Bil. Petunjuk Pencapaian Utama 2012 2013 2014

4. Program Transformatif Mahasiswa961 842 751

Peratusan Kebolehpasaran

Graduan69% 63% 73%

5. Bilangan Pelajar yang Terlibat dalam Program MobilitiAntarabangsa:

Global Outreach Programme (GOP) 1,431 708 930

International Invitation Programme

(IIP)30 160 280

Student Exchange 14 25 38

Internship Abroad 18 31 153

Summer School Abroad 49 58 34

6. Harta Milik Intelektual 2,980 3,5243,899

7. Syarikat Berkaitan UTM 96 100 193


8. Indeks Kecekapan Tenaga (Energy Efficiency Index,EEI) (kWh/m2/year) 110.3 106.8 106.0

9. Penjanaan Pendapatan (RM

juta)49.45 57.34

46.31

Geran Penyelidikan (RM juta) 90.8 52.477.47

Tabung Endowmen (RM juta) 55.84 49.253.81

10. Kedudukan QS WUR 358 355 294Kedudukan QS WUR (Bidang kejuruteraan dan Teknologi)

164 256 134

Bil. Petunjuk Pencapaian Utama 2012 2013 2014


Jadual 3.3 DNA Institusi UTM

KEUTAMAAN

1. Matlamat yang Jelas

2. Berstrategi (Pemikiran strategik)

3. Budaya Kerja Berprestasi Tinggi

PROSES

4. Akademia Baru

5. Global

6. Unggul

SUMBER

7. Lean, Efisien dan integriti

8. Konsultatif dan inklusif

9. Gaya hidup Sihat, Bahagia dan lestari

DNA INSTITUSI UTM

Perlaksanaan Program Berimpak Tinggi 2015-2017

UTM Global Plan 2012-2020

PHASE 1

2011-2014Alignment to be a GlobalUniversity

PHASE 2

2015-2017High impact

programs

PHASE 3

2018-2020Strategic

Transformation& Advanced

Research

PGU 2 (2015 -2017)

7 main focus areas:

• Kecemerlangan Pembelajaran & Pengajaran.

• Kecemerlangan Penyelidikan, Inovasi danKomersialisasi.

• Kampus Lestari, Infrastruktur, Sistem (ICT), dan

• Libat Sama Komuniti & Jaringan Industri

• Pengalaman Kampus Menyeluruh.

• Penyampaian Prestasi Tinggi

• Kelestarian Kewangan.

• Reputasi Global.

Desired State by 2020

Student enrolment:

27,000

UG-PG ratio:

40:60

Academic staff-student ratio:

(1:8 – 1:10)

Academic staff-non-academic

staff ratio:

(1:1.3)

Academic staff with PhD by

2020: 85%

Research University:

Maintain status

Rating:Tier 6

(SETARA)

QS World UnivRankings:

Top 50 (engineering and

technology )

Graduate employability:

80%

Financial sustainability:

70:30

(Govt: Non Govt)

Summary of KAIs

PGU TOTAL KAI’s

PGU Fasa I(2012-2014)

- 56PGU Fasa II

(2015-2017)

StakeholdersPerspective

Internal Process

LearningGrowth

Financial 3612 13 6 5

For details, please refer to page 92, Menerajui Inovasi ke arah Kemakmuran Sejagat

LEVEL OF ACHIEVEMENTS NUMBER OF KAIs PERCENTAGE (%)

≥ 60% 40 71.4

< 60% 16 28.6

For details, please refer to Table 4.2 page 67-75, Menerajui Inovasi ke arah Kemakmuran Sejagat

Strategic ActionsSpecific Programmes Descriptions

UTMGems(Graduates with entrepreneurial, innovative and global mindset)

• Integrated programs to develop students not only knowledgeable and highly competent, but equipped with leadership skills and noble character.

• Synergy between all DVCs, CSI, UTMTech, UCTC, ICC

• New academia

• Jobs in campus

• Attached/loyal alumni

UTMShines(Scheme for harnessing and inspiring top notch scientists and researchers)

• Initiatives structured to nurture talents so as to increase the numbers of top notch scientists and researchers among UTM staff.

• This as to ensure UTM achieve the top 50 engineering and technology university in the word.

NewLens(New learning and leadership exposure for non-academic staff)

• A program to equip non-academic staff with new skills and competencies.

• transformative learning experiences that enable staff to perform in a global university with UTM DNA

• Organisational capability - high performance team• Lean

Specific Programmes Descriptions

Skudai Innovation Valley • Wealth creation activities through R&D&C , impactful to the community

• Revival of Technovation Park• Enhance efforts towards commercialisation• Increase Spin-off and start up• Niche, regional and international COE

Sustainable Campus • Enhancing eco-tourism • Showcasing research activities/products in campus• Low carbon campus, Green vehicle, solar power• Park n ride, cycle lanes• Zero waste, energy and water management

Strategic Actions


Financial sustainability • Business Development Unit• raise friends vs raise fund• Unlocking assets• Saving in maintenance by 5-10 %• How much is ‘enough’ to run UTM• Self sustained fleet management, stay in Scholar’s Inn• UTM Central• Bandar Penawar• Tanah Mukim Setapak• Replanting of pocket lands in campus• Golf facilities and in-campus holiday package

Strategic Actions


Infrastructures • Conducive campus ecosystem• Staff quarters• Space optimisation• RMK 11 – new or major refurbished Chancellory• Conducive work place• Inspiring and friendly environment, a feel-good ambiance ,

international outlook• café, waqaf/casual meeting place, Inspiring quotes, posters• Upgrading of outlets, students’ accommodation

Strategic Actions


Invest in HR development - Healthy. happy and highly motivated staff

• K-organisation, Life long learning• Every third week (for one- week) – English speaking week• Soul, DNA• Compulsory wellness programs• UTMLead, HCD• Reduce medical bills

Branding • HEK to package branding highlighting the impact on regular basis

• Link with marketing • Manage perception

Strategic Actions


ICT and Systems • ICT upgrading and capability to support efficient and effective delivery

• Paperless and online system

Anugerah KualitiPerdana Menteri 2016

Restructuring of Research and Academic Structure

• In phases

UTM KL • Continue with UTM KL Transformation

Johor • engagement with Johor State

Strategic Actions

Aspirasi dan Harapan 2015

Cycle of

Excellence

Reputation

Research University statusQS rankings: 66 (AUR); 134 (E&T); 294 (WUR)

81.7% UG employability‘High performance culture’?

Industrial Linkages/Branding

1,213 industrial linkages (71 GLCs)117 community engagement programs

(RM2.1mil of collected funds).RM345mil. of research funding

RM1.684mil. from commercialisation3,081 publications in Scopus

Academia-industry partnerships: FC & MARA; FKE & Intel; FKA & JKR.

Stakeholders: Industries & communities

Alumni

166,787

Admission/Enrollment

Entry point: 3.72Success rate: 3%

10,382 UG students 13,592 PG students5,383 PhD students

4,119 International studentsStakeholders: Parents & students

Student’s Experience

New Academia

Excellent Track Programmes (5ETP)Community engagement programmesGlobal Outreach Programme (GOP)

Service learning• Student at the heart of the system

Moving forward

• UTM – knowledge, education and R & D, for nation building and survival

• Roles of academia – soul, new academia

• Roles of PPP – delivery system, the engine

• Synergy among TNC’s and PTJ’s

• Knowledge – asset that can change

• Impact to community

• AMANAH

كلكم راع وكلكم مسئول عن رعيته

“Setiap kamu adalah pengembala (pemimpin) dan

bertanggungjawab terhadap apa yang digembalanya

(dipimpinnya).”

• “Apabila mati anak Adam, terputus amalnya kecuali dari tiga perkara, sedekah jariyah (wakaf), ilmu yang bermanfaat, dan

anak soleh yang berdoa kepadanya.'' (HR Muslim).

Birth0 years

The most valuable ASSET

of a nation

Lear

nin

g Ex

pe

rie

nce

s

Kindergarten5-6 years

Primary School

7-12 years

Secondary School

13-17 years

STPM/Matriculation/

Diploma18 -19 years

Undergraduates @ UTM20-24 years

Educating, nurturing, experiential learning,

inspiring and empowering

Balanced Individuals For Nation

Building and

Universal Prosperity

Early Career25 years & above

Stages of Education

What’s next

• Understand the PGU2 – road show, engagement, discourse, feedback

• Cascading the tasks to PTJ’s, Units, Staff, eLPPT, eLNPT

• Execution

• Monitoring the KAI

Challenges/Risks

• Mind set change

• Re-structuring

• Financial

• Amanah (upholding trust)

• Hikmah (wisdom)

• Inovatif (Innovative)

AMANAHaccountable, do our best, beyond worldly/material rewards, committed, passionate, dedicated, devoted, honest, caring, integrity, obligation, responsible, reliable, dependable

INOVATIFnovel, groundbreaking, unconventional, unprecedented, original, state-of-the-art, diverse, extraordinary, unique, entrepreneurial, creating or enhancing values

HIKMAHbalanced, judicious, conscience, just, good judgment, knowledgeable, perceptive, respect, knowing, intelligent, understanding, soul, adab, engagement, inspire, empower

Penghargaan:

En Ahmad HilmanDr NarinaSemua yang berkongsi data dan maklumat

menerajui inovasi ke arah kemakmuran sejagat · 2015-01-11 · wahid omar bertemu mesra, berkongsi...

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