utm's strategic plan and its role in supporting university core activities

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UTM’S STRATEGIC PLAN: Mission, Vision and Aspiration 1.0 Introduction Learning is preeminent at Universiti Teknologi Malaysia. We aspire to create the best and most conducive environment that inculcates and encourages a vibrant academic culture and intellectual ecosystem that inspires creativity and innovation. We also aim to create a dynamic and active academic climate that combines the best qualities of teaching, research and innovation where actively engaged students and staff work in close collaboration to consistently involve in research, inquiry and investigation to expand and contribute to knowledge and scholarship. Our affordable undergraduate and graduate programmes provide students the best of current theories , practice, and experience, and integrate professional studies in diverse fields of science, engineering and technology. Through experiences in and out of the classroom, students develop the habit of intellectual inquiry, prepare for challenging professions, strengthen relationships to their communities and contribute productively to society. We are a premier public university with a global outlook, located in Johor Bahru, a technologically rich and culturally vibrant area in the southern-most part of Malaysia. We are also strategically located in Iskandar Malaysia, which is poised to be a vibrant economic corridor of the south of Peninsular Malaysia. Our expertise and diversity serve as a distinctive resource and catalyst for partnerships with public and private organizations. We strive to be the centre of activities essential to the intellectual, cultural, and economic development of the region. We envision our university to be transformed into an Innovation-led Research University

characterised by the following:

A leader in higher education that focuses on engineering and technology, and is recognized internationally for its academic excellence

A university that is known for international competitiveness and local/regional relevance through research and innovation

A regionally-engaged university that contributes to the National Innovation System through community-driven innovation with global perspectives

A university that promotes service learning, provides lifelong learning opportunities and encourages community engagement

A university with value-driven institutional culture that provides an intellectual home for the rich diversity of academic talents

A university that is seen as an economic asset by the industry, developers and partners which acknowledge its role as a prominent contributor to economic growth and competitiveness

UTM perceives transformation as a multifaceted and integrated process by which the university continuously improves and renews itself in an ongoing effort to represent its vision, mission and institutional values. Transformation underpins the activities involving all members of the university community and has to permeate throughout the entire university. 2.0 Purpose of the UTM Strategic Plan The development of an innovative and dynamic strategic plan enables the University to adapt to and take advantage of the opportunities presented by an expanding global marketplace for research, education, and training. The University must also address the related challenges of an environment characterized by increasing competition for the best students, staff, funding, and other resources. Creative and innovative strategies must be developed and implemented

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through the strategic planning process that enable the University to successfully compete in this environment and to manage the strategic issues that are critical to achieving its vision. 3.0 Background of the UTM Strategic Planning 3.1 Development of the Strategic Plan UTM‘s Strategic Plan 2009-2012 has been developed after consultation with faculty deans, directors, senior professors and managers, through a series of planning workshops at the end of 2008. The first of the planning workshop was carried out on 7th – 9th November 2008 (Melaka 1) involving top management officials, deans and directors, followed by the second workshop on 28th - 30th November 2008 (Melaka 2) involving deputy deans and deputy directors. The final workshop was organised on 12th – 14th December 2008 (Melaka 3) to share the strategies and cascade the actionable plan to the department heads and deputy registrars. The three planning workshops were organised as a response to the new direction and focus put forward by the Vice Chancellor, Dato‘ Prof. Zaini Ujang, who just came into office then. Albeit the new emphasis on the KPI-based performance management and the direction to become a national research University, a major part of the university‘s previous planning exercise was maintained in terms of vision, mission, values and thrusts. The vision and mission of the University were revisited and slightly revised during the Langkawi Strategic Planning Workshop on 21st-23rd of July 2006, which was attended by the Chairman of the Board of Directors and several other Board members. The institutional goals were discussed and agreed during the University Management Group meeting on the 15th of May 2007.The four strategic thrusts of the University were developed during the Tioman Strategic Planning Workshop on 15th-18th February 2008. The 2008 planning workshop had agreed to fully use the Balanced Scorecard (BSC) for the planning and implementation of the University-wide strategic plan. The University‘s strategic planning activities are summarised as follows:

WCU Plan 2001-2010

Langkawi 2006

Tioman 2008 APEX Workshop

Melaka 2008 Melaka Review 2009 Desaru 2009

• Discovery University

• Prime Minister's Quality Award 1999

• Guoman 2004 Revisit

• Revisit plan • National

Intellectual Property Award 2006

• Institutional goals 2007

• Strengthen plan • Alignment with

the National PSPTN

• THES Ranking • Top recruiter

review

• 7-9 Nov • 28-30 Nov • 12-14 Dec • UTM Strategy Map and BSC

• Cascaded KPIs • National IP Award 2008

• Improved THES Ranking

• Review KPI achievement

• Review PSPTN CAP and self-rating

• Improved THES Ranking

• 2010 Directions

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3.2 The Guiding Principles of the Strategic Plan The following ―guiding principles‖ should be incorporated within the planning processes employed by planning units in developing their own strategic plans:

Plans should be consistent with and contribute to the achievement of the University‘s overall strategic goals and thrusts included in its strategic planning framework.

Plans should be developed in consensus in a participative/collaborative manner and be well communicated to all stakeholders.

Plans should reflect high (but reasonably achievable) aspirations as well as demonstrating creativity and innovation in setting forth goals and strategic thrusts for the faculties and units.

Plans should be based on measurable goals and strategies (SMART) and include appropriate performance indicators.

Plan documents should include statements of purpose, vision, mission, strategy, resources, and monitoring and evaluation.

4.0 The Strategic Plan 2009-2013 4.1 Preamble The UTM‘s revised strategic plan for 2009 to 2013 has been developed with the University Executive and Management Group, and after consultation with senior managers, the deans and directors and staff. The plan provides a framework for the development of enabling plans and strategies across all teaching, research and administrative areas. Our vision, mission and strategic objectives operate under the strategic plan which will enable us to pursue a clear direction for the University into the future, and achieve our targets. Underpinned by our organisational values, the strategic plan directs and defines the shift to the next era for UTM and also guides each of us to take ownership of UTM‘s growth and future success. Definitions of the common terms used in the strategic plan are as follows: Vision Statement — The vision statement expresses the university's aspirations for the future Mission Statement — The mission statement represents a self-definition of what the university sees as its reason for existence Institutional Core Values — Core values are widely held principles that guide and motivate the institution Institutional Goals — Goals are statements of action. By carrying out actions described in goals statements, the University expects to accomplish its mission and realize its values Institutional Thrusts — Institutional thrusts are strategic directions for the university. These are more broadly written than university goals and provide direction for enhancing one or more of the University's core values

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4.2 University’s Vision and Mission The Langkawi Workshop (21st – 23rd July 2006) re-affirmed previous vision and mission statements with minor modifications to reflect current emphasis. The Langkawi Workshop involved top management officials, deans of faculties and selected directors of units and centres of excellence. The workshop was also attended by the Chairman of the university‘s Board of Directors, and several of its members. Their presence at the workshop had ensured that the planning and re-affirmation of the vision and mission statements and values were shared by the very top level with the management.

Previous Vision and Mission Statement Revised Vision and Mission (Langkawi 2007)

Vision: To be a world-class academic and technological excellence through creativity

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

Mission: To lead in the development of creative human resource and technology in line with the aspirations of the nation

Mission: To be a leader in the development of human capital and innovative technologies that will contribute to the nation‘s wealth creation

4.3 Institutional Values UTM ‗5Cs‘ institutional values are maintained as follows :

Institutional Values

Description

Committed

The value suggests a strong sense of commitment, determination and responsibility in the conduct of one‘s work, either on a personal basis or in groups. This should be reflected at all levels according to the role and expectations specified by the employer. Thus, the UTM staff should develop and enhance his commitment by focusing his mind and energy to conduct his responsibility to the best of his ability based on the required knowledge, skills and expertise guided by strong values and virtue

Communicative

Communication is the key that allows people to engage, interact and adapt themselves in organisations and societies. The ability to communicate effectively and coherently is one of the traits of a professional and proficient staff. Thus, all UTM staff should be ready and able to communicate at all levels in contributing ideas, engaging in discourse, deliberating and discussing, making decisions and sharing experiences using various strategies and communication techniques to enhance his professionalism and expertise.

Creative

Creativity is the catalyst for innovation, performance development and excellence. The UTM staff should be creative in harnessing his potential and ability while exploiting new, original and practical ideas that have high values in respective fields of expertise from time to time. With the right climate and conducive environment at the university, creativity can be inspired, nurtured, developed and sustained.

Consistent

The image and reputation of an organization is created through a consistent long term planning process that creates a sense of unity and purpose in terms of values and principles. Consistent with UTM‘s

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vision and mission, all staff are expected to be consistent and unified in their goals and aspirations through strong team spirit and togetherness in carrying their duties and responsibilities according to the principles and policies set forth by the university.

Competent

Competency in each individual assures successful implementation of assigned tasks that meet expectations and requirements in an efficient and effective way. Whether individually or in groups, all staff must be competent in their specialised fields and disciplines in order to remain relevant and competitive in the continuous drive for improvement towards excellence.

4.4 Institutional Goals Our institutional goals had been presented for consensus during the University Management Group meeting on 15th May 2007. The UMG comprises the top executive management committee members, all faculty deans and directors of units. Goal 1 : Enhance Quality Education

UTM will provide a distinctive, student-centered learning experience which will be highly

competitive as a result of its vibrant intellectual ecosystem and academic culture which

engage the faculty and students in the process of continuous inquiry, discovery and

innovation. The University will provide access to diverse and dynamic academic programmes

in an enriching and versatile teaching and learning environment that inspires creativity and

innovation. Creating such a distinctive learning environment will require thorough examination

and review of the curriculum for purposes of continuous improvement while placing high value

on teaching and pedagogy to produce grounded and wholesome graduates equipped with not

only competent skills and knowledge but also possessing outstanding values and character,

ready to face the challenges and competition in the context of new demands in the current

global environment.

Goal 2 : Promote Excellence in Research, Innovation and Graduate Education

UTM will further advance its aspiration to be a reputable institution in research and

innovation. The University must continue to invest strategically in research, scholarship and

innovation which are at the heart of our academic enterprise. Quality research, both within

and across disciplinary boundaries, informs the undergraduate experience, defines the

learning environment for our graduate and professional students, advances the disciplines,

and enables the University to be responsive to societal needs. In order to continue to advance

the quality of its programmes on research and scholarship, the University must focus its

allocation of resources on distinctive research programmes of current and emerging strength.

Academic staff/researchers must be supported in their attempts to secure external support for

their research and graduate students. The University will also enhance its position as a

provider of graduate research training, building on its broad research strengths.

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Goal 3 : Enhance Professional Training and Lifelong Learning

While remaining committed to quality teaching, research and innovation, UTM will enhance

its position as a provider of professional development programmes with a strong support to a

broad range of lifelong learning opportunities. The University must make the strategic

investments necessary to ensure that all of the graduate and professional programmes offered

are academically distinguished and attractive to a diverse pool of the most qualified

applicants, regionally, nationally and internationally. Accomplished and qualified teacher-

scholars must be present in sufficient numbers to ensure a learning experience that will

position our students for distinguished and productive professional careers. Academic

programmes, both within and across disciplines must be distinctive as well as consistently

ranked among the best in the nation while gaining recognition internationally.

Goal 4 : Enhance International Standing

To remain relevant and competitive, UTM needs to develop a global perspective and

networking through student and staff exchange programmes, research and educational

partnerships, international linkages and global outreach with reputable universities abroad.

The University will enhance its position as a university of good international standing and

strive to continue to improve its position in the world ranking, stressing the benefits this

brings both to the University community and to the nation.

Goal 5 : Strengthen Community Outreach

UTM will continue to serve the community by contributing to cultural and community life, by

promoting and contributing to intellectual discourse, and by making the output from its

research and scholarship available for the benefit of society. The University will distinguish

itself as an institution that engages with the public and private organizations through study,

consultation, advice, and involvement in selected issues, such as educational practice,

leadership, and environmental policy. The University will create mechanisms to support

internal flexibility and collaboration in mobilizing its capabilities to address key societal issues

and problems. Community service at the local, national and international levels is an integral

part of research, teaching and learning. The University is committed to contributing to the

community through research and service, to preparing students for the global community, and

to fostering students‘ involvement in a diverse community.

Goal 6 : Provide Quality Management and Effective Risk Management

The University will continuously strive to be a well managed and governed institution, making

efficient and effective use of its funding to meet the needs and expectations of students, staff

and other stakeholders. The University will also enhance its risk management framework

towards effective management of potential opportunities and adverse effects leading to

positive benefits toward achieving its objectives. Risk management should be embedded in

the operation of the University and be part of its culture.

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4.5 Proposed General Strategies for Achieving Goals (Developed in 2007) The following general strategies describe the proposed actions, which the University is committed to pursue in order to achieve its goals. The actions which were developed in 2007, served as a guideline and useful reference for subsequent strategic planning process for continuous improvement of our strategies.

Goals Description of Proposed Strategies

Goal #1 – Enhance Quality Education

Enhance the teaching and learning environment, particularly in relation to providing high quality infrastructure for flexible learning.

Ensure effective, structured evaluation of teaching and learning quality and outcomes, informed through feedback from students, scholars, professions, industry and community

Promote and encourage the relationship between excellence in teaching and learning and research and innovation while reinforcing a commitment to the distinctiveness of a research and innovation-based culture for teaching and learning

Recruit, develop and retain staff who have a commitment to encouraging collaborative learning through student-centred high quality teaching and learning practice

Goal #2 – Promote Excellence in Research, Innovation and Graduate Education

Attain national standing as a public Innovation-led Research University.

Strengthen graduate programmes and staff in areas with potential for further national & international distinction.

Undertake applied sustainability research that impacts the social, environmental and economic development of the South Johor economic region.

Goal #3 – Enhance Professional Training and Lifelong Learning

Enhance the offering for continuing education programmes that provide retraining and meet professional certification and other community needs.

Strengthen the University‘s position as among the top provider of public distance learning programmes in Malaysia

Establish premier brand recognition within the larger distance learning market by developing a number of world class market programmes

Goal #4 – Enhance International Standing

Promote and enhance international students exchanges and study abroad programmes that expose students to other cultures of global community.

Establish the recruitment processes necessary to attract a diverse student body of excellence from the region, the nation and the world.

Attain world-ranking in the Times Higher Education Supplement Ranking

Expand partnerships with international universities in

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order to promote global outlook and attract international students and staff.

Goal #5 – Strengthen Community Outreach

Strengthen University identity by developing recreational, athletic, intellectual, alumni and public relations programmes.

Expand University access to match the diversification and growth provided by the South Johor economic growth zone of Iskandar Development Region (IDR) / Iskandar Malaysia.

Enhance linkages and partnerships with local, regional and international agencies and private sector firms.

Strengthen links with alumni that optimize an on-going commitment to the success of the University.

Goal #6 – Provide Quality Management and Effective Risk Management

Promote quality culture in the University and develop continuous quality improvement in the academic and executive management and administration of the University

Develop strategies and processes that allow the University to continuously improve quality of services

Develop institutional framework to create a more coordinated, systematic and focused approach to the management of risks

4.6 University’s Strategic Thrusts The University‘s thrusts had been developed during the Tioman Workshop on 15th -18th February 2008 to reflect a more focused management attention to the current developments in the higher education scenario at both national and international stage. The four Strategic Thrusts are the ‗pillars‘ on which the University‘s overall mission rests upon and serve as the foundation for the planning of strategies and activities. The thrusts are also in tandem with the national plan, which adopts the ‗institutional pillars‘ in supporting the national vision and mission.

University’s Strategic Thrusts

T1 : Contribute to human capital development by providing quality education

T2 : Provide leadership & contribution through research & innovation

T3 : Achieve desirable image & branding that fulfills the requirements of stakeholders

T4 : Contribute to the society through community engagement and outreach

5.0 Institutional Balanced Scorecard 5.1 Background of University’s Balanced Scorecard

The balanced scorecard is a management system (not only a measurement system) that

enables organisations to clarify their vision and strategy and translate them into action. It

provides feedback around both the internal business processes and external outcomes in

order to continuously improve strategic performance and results. When fully deployed, the

balanced scorecard transforms strategic planning from an academic exercise into the nerve

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centre of an organisation. The balanced scorecard suggests that we view the organization

from four perspectives and to develop metrics, collect data and analyse it relative to each of

these perspectives:

The Financial perspective The Customer Services/Stakeholder perspective The Internal/Business Process perspective The Learning and Growth perspective

Through the Balanced Scorecard, the University aims to monitor both its current performance

and its efforts to provide teaching, learning and research activities, improve customer

services, streamline key processes, provide an environment in which its employees are

motivated and developed, and enhance information systems. For each perspective, the key

results areas (KRA) should be identified from which the key performance indicators (KPI) are

developed with appropriate metrics or measurable targets. The implementation of the

strategic plan must take into account the line of accountabilities.

The Balanced Scorecard approach was first discussed during the Langkawi Workshop in 2006 in which early versions of the institutional scorecard and KPIs were developed. The general concept and framework for the 2006 planning was as follows :

Institutional Goals

Key Results Areas (KRA) of the

Vice Chancellor


Deputy Vice Chancellor


Deans

To be transformed to become a leading university by

2010

Ensure proper formulation & approval by the LPU of a

university transformation plan to be recognised as a

leading university by 2010

Contribute to the proper formulation and ensure

effective implementation of the strategic plan

Contribute to the formulation of the strategic plans in

support of the university’s transfromation and ensure

effective implementation

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The overview of the Langkawi‘s strategic planning and its relation to the early version of the university‘s balanced scorecard is summarised in the following diagram:

Source : ICG Technologies 2006

5.2 The Balanced Scorecard Framework The BSC was fully adopted during the Melaka workshops at the end of 2008 whereby the strategy map for 2009 was created and corporate or institutional balanced scorecard was developed at the strategic level (Tier 0). Subsequently, the scorecards at Tier 1 for faculties and units were then developed by cascading the institutional KPIs to the relevant faculties and units. The overall framework for BSC and cascading process is similar to that shown in the following diagram:

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Phase 1

Strategise Phase 2 Plan

Phase 3 Integrate

Phase 4 Implement & Monitor

Corporate Scorecard

Strategic Plan, Vision,

etc. provide guidelines to build Scorecard (Objectives, Strategy Map, KPIs, and Strategic Initiatives)

Corporate

Strategic Plan interfaces with lower levels - integration

Major

programmes, projects, lead change, etc.

Faculties / Units Scorecard

Corporate Targets/KPIs

Establish budgets, allocate resources, manage programmes, etc.

SBU Scorecards

Revise &

Approve

Dept / Division Scorecard

Shared Service Scorecard

Establish budgets, allocate resources, manage programmes,

etc.

Revise & Approve

Team / Individual Scorecard

Individual Scorecard

Establish priorities, focus on critical issues, etc.

Revise & Approve

5.3 Strategic Objectives and the Strategy Map A set of strategic objectives is developed for each of the Balanced Scorecard perspectives of Stakeholder Perspective, Internal Process Perspective, Learning and Growth Perspective, and Financial Perspective. A summary of the strategic objectives is shown in the following table (this is an improved version from the original BSC2008). A strategy map of visual representation, which indicates UTM‘s strategic priorities, is also developed.

UNIVERSITI TEKNOLOGI MALAYSIA – STRATEGIC OBJECTIVES 2009/2010

STAKEHOLDER PERSPECTIVE

INTERNAL PROCESS PERSPECTIVE

LEARNING & GROWTH

FINANCIAL PERSPECTIVE

S1: Globally marketable & outstanding graduates S2: Generate opportunities for life-long learning S3: Notable technological research & innovation S4: Reputable international

P1: Continuous Academic Quality Improvement P2: Up-to-date & industry relevant curriculum P3: Scholarly publication & citations P4: Outstanding leadership & contribution in research & innovation P5: Quality management of research & post-graduate P6: Strong national & international linkages

L1: Attract & retain key competent & productive staff L2: State-of-the-art facilities / digital infra-structure L3: Conducive working (research & social) environment

F1: Prudent Financial Management

Co

nti

nu

ou

s R

evi

ew a

nd

Imp

rove

men

t

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standing S5: Outstanding contribution to the society

P7: Increase income from diverse sources P8: Strong branding & marketing capability P9: USR for community engagement & outreach P10: Excellent service delivery system P11: Innovative students transformation

UTM‘s Strategy Map first developed in 2008 for the BSC2009 and later improved during the 2009 Review Workshop as shown in the following diagram: 5.4 Corporate Scorecard and Key Performance Indicators (KPIs) Key Performance Indicators (KPIs) serve as effective tools in observing change as a corollary of the strategic plan implementation. Using these comparable statistics, changes made to current processes can cultivate positive movement toward national prominence as identified within the strategic plan. KPIs allow the University community to monitor the extent to which UTM is approaching its organizational and strategic goals. Some of the KPIs represent simple headcounts or figures, while others can be more complex.

T4 : Contribute to society

through community engagement and outreach

T3 : Achieve desirable image &

branding that fulfills the requirements of stakeholders

T2 : Provide leadership &

contribution through research & innovation

T1 : Contribute to human capital

development by providing quality education

S1: Globally marketable& outstanding graduates

P4:Outstanding

leadership and cortribution in

Research & innovation

P3: Scholarly

publication &

citation

P6: Strong national &

international linkages

S4: Reputable international

standing

L1: Attract & retain key

competent & productive staff

S5: Outstanding contribution

to society

P1: Continuous academic

quality improvement

S2: Generate opportunities

for lifelong learning

Str

ate

gic

Th

rusts

Sta

ke

ho

lde

rs

Pe

rsp

ec

tiv

eIn

tern

al P

roc

es

se

s

Pe

rsp

ec

tiv

e

Fin

an

cia

l

Pe

rsp

ec

tiv

e

P7: Increase income from diverse sources

VISION : To be recognised as a world-class centre of academic and technological excellence

MISSION : To be a leader in the development of human capital and innovative technologies that will

contribute to the nation’s wealth creation

P10. Excellent service delivery

P2: Up-to-date &

industry-relevant

curriculum

P8. Strong marketing &

branding capability

L2: State-of-

the-art facilities

(Digital Infra)F1: Prudent

financial management

S3: Notable technological

research & innovation institution

L3: Conducive working

(Research & Social)

environment

P9. USR for community

engagement and outreach

Human Capital Information Capital Organisational Capital

P5: Quality management of

research and postgraduates

P11: Innovative students

transformation

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5.4.1 Stakeholder Perspective Scorecard

5.4.2 Internal Process Perspective Scorecard

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STRATEGIC

OBJECTIVES

KEY PERFORMANCE INDICATORS

(KPI)TARGET 2009

KPI

OWNERS

INTERNAL PROCESS

PERSPECTIVE

P5: Quality Management

of Research

Postgraduates

% of postgraduate intake with CGPA

≥3.0 or equivalent100%

TNCAA% of international postgraduates

students30%

P6: Strong National &

international Linkages

Number of active

national/international

MoU/MoA/LoI/LoA and collaboration

with the industry

6 TNCPI

P7: Increase income,

from diverse sources

Total income generated (from all

sources)RM30mil Bursary

STRATEGIC OBJECTIVESKEY PERFORMANCE INDICATORS

(KPI)TARGET 2009 KPI OWNERS

INTERNAL PROCESS

PERSPECTIVE

P8. Strong marketing &

Branding Capability

No. of marketing (branding &

promotion) programs

Recruitments : 12

High Impact Branding

& Marketing Events :2

Marketing Unit

P9: Corporate Social

Responsibility (CSR) for

Community Engagement and

Outreach

No. of staff participating in CSR

activities

High Impact: 30

Other : 60HEK

No. of service learning programmes

(new)

3 new free university

community elective

programmes

TNCAA

P10: Excellent Service

DeliveryCustomer Satisfaction Index 80%

HEP (for student)

Quality Unit (for

staff)

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5.4.3 Learning & Growth and Financial Perspectives Scorecard

STRATEGIC OBJECTIVES KEY PERFORMANCE INDICATORS (KPI) TARGET 2009KPI

OWNERS

LEARNING & GROWTH

PERSPECTIVE

L1: Attract & retain key competent &

productive staff

% of academic staff with PhD/ DSc / DEng 50% TNCPI

Number of staff registered as member in

professional bodies at national and

international level

National : 70

International : 30TNCAA

Competency Index for Support Staff 3.5 Registrar

L2: State-of-the-art facilities (Physical

& Digital Infrastructure)

• % of facilities for teaching & learning

fulfilling the required specification (e.g.

technology-enhanced classroom, E-Learning)

• Increase in library digital content

PHB :20%

CICT : 90%

RM1000 per

student

PHB

(physical)

CICT (digital

infra)

Libary

L3: Conducive Working (Research &

Social) EnvironmentEmployee Satisfaction Index 80% Quality Unit

FINANCIAL PERSPECTIVE

F1: Prudent financial management Cost (OE) per Student RM17,000 Bursary

5.4.4 Vice-Chancellor’s KPIs and Targets Although each of the KPIs has its specific owner at strategic or corporate level, but in general, the corporate KPIs in the BSC are to be overseen by the Vice-Chancellor. In addition, the Vice-Chancellor has some specific KPIs which are considered critical success factors for the University. These KPIs are derived or developed through specific strategic discussions with the higher education ministry. The Vice-Chancellor‘s list of KPIs and targets sets the direction for the University and serves as a major reference for the University-wide planning and future focus.

Vice-Chancellor’s KPIs 2008 baseline 2010 targets 2013 targets

1) % of staff with PhD 37% 55% 75%

2) Number of refereed journal publications

< 300 3,000 5,000

3) Number of citations 340 3,000 5,000

4) % of postgraduate students 33% 40% 50%

5) Amount of annual research grant

RM35mil RM50mil RM100mil

6) % of student employability 83% 85% 90%

7) Number of spin-off companies

1 20 100

8) Number of Intellectual Property

550 2,000 5,000

9) % of research loading time 30% 50% 70%

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6.0 Cascading the KPIs Cascading simply means to further translate the strategic objectives, measures and initiatives at the institutional or corporate level to the lower levels throughout the organizations. In essence, cascading is about aligning the entire organization to common strategy regardless of the organization‘s structure. Cascading allows every employee to participate in setting meaningful objectives and measures within their own territory in line with what is set at the higher level. These activities can flourish the spirit of involvement and teamwork. Employees will have a blueprint of their contribution to the overall vision 6.1 Cascading Principles The cascading development process at corporate level is based on the following simple principles :

i) The cascading ‗tiering‘ will follow the organisational structure ii) The strategy maps are developed for Tier 0 and up to Tier 1 only. Development of

strategy map/scorecards at department level is optional. iii) Common vs Shared KPIs (on top of functional)

The simple cascading framework is as shown :

UTM

Intrn’lCampus

IBS

BATC

FKKKSA

Dept 1

Dept 2

FOBE FKE

Dept 1

Dept 2

Faculty X RMC Bursary Registrar

Unit 1

Unit 2

XYZ

Tier 0

Tier 1

Tier 2

Individual KPIs Tier 3

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The cascading follows a simple process as follows :

(Source: MARFF Consulting 2008)

6.2 Cascaded Faculties Scorecards The cascading of the corporate scorecard to the faculties was completed on the 16th January 2009 whereby all the ‗academic-related‘ KPIs were distributed by a roll-out process in which the values for the targets were negotiated with all the faculty deans. The 2009 cascaded matrix for the faculties are as follows : Stakeholder Perspective

UTM - TIER 0 (Corporate) Target Tier0 Rollup ALLFaculty

RollupFKM FKE FS FAB FBB FKKKSA FP FKA FKBSK FKSG FSKSM FPPSM

S1.1 % of graduates employability locally within 6 months 85% 84% 84% 85% 85% 70% 85% 85% 75% 95% 85% 85% 85% 85% 85%

S1.2% of graduates employed by MNC/ intrntl companies within 12

months10% 18% 12% 15% 25% 10% 10% 15% 10% 10% 5% 10% 10% 10%

S2.1 No. of new executive programmes 4 18

S2.2No. of new professional development programmes /short

courses20 44 39 5 10 9 1 1 5 1 2 2 3

S2.3No of student enrollment for executive programmes (target

equally divided)150 450

L1.2% of staff registered as members in professional bodies at

national and international level (Ir, Ar, Sr, etc)20% 17% 17% 20% 20% 20% 4% 20%

S4.1 THES Ranking (Top X) Top 350

S5.1 No. of high-impact community projects 3

STAKEHOLDER

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Internal Process Perspective



P1.1 % of programmes accredited by professional bodies 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

P2.1Employer Perception Index on graduates quality (reflective of

curriculum)80% 81% 81% 80% 80% 80% 80% 80% 80% 80% 90% 80% 80% 80% 80%

P3.1No. of publication in citation indexed journals including

refereed proceeding (published only)1000 1153 1003 85 300 150 90 10 100 30 80 8 50 50 50

P3.2 No of citations for the university 3000 1740 1440 50 300 200 50 10 250 120 300 10 50 50 50

P3.3 No. of books authored 400 377 345 50 50 50 20 5 50 10 50 5 20 15 20

P4.1% of Research Experienced Staff (cohort)

(a) >20 years 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30%

(b) 10 - 20 years 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40%

(c) <10 years 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30%

P4.2 No of patents granted (national & intl) 20 23 18 2 2 2 1 1 2 2 2 1 1 2

P4.3 No of IPR/ copyrights 1000 1210 1110 120 120 120 100 10 120 120 120 10 100 120 50

P4.4 Amount of grant/year (gov, private, international) - Mil 44 53.4 43.4 5 5 5 2 1 5 0.4 5 6 3 5 1

PROCESS



P4.5

No of awards (innovation, recognition, awards, stewardships

conferred by national and international learned and

professional bodies)

100 100 95 5 15 5 5 2 30 15 2 2 5 6 3

P4.6 % of staff involved as principal researcher 60% 53% 53% 60% 60% 60% 50% 50% 60% 15% 60% 50% 60% 60% 50%

P4.7 Number of spin-off companies formed per year 20 25 10 1 2 1 1 1 1 1 2

P5.1 % of postgraduate intake with CGPA ≥3.0 or equivalent 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

P5.2 % of international postgraduates students 40% 32% 31% 40% 40% 30% 55% 30% 30% 15% 30% 10% 30% 30% 30%

P6.1Number of active national/international MoU/MoA/LoI/LoA and

collaboration with the industry 12 91 86 5 15 6 12 2 10 4 8 3 5 4 12

P7.1 Total income generated (from all sources) - Mil 30 52.55 10.05 1 1 0.1 0.3 0 2.7 1.3 1 0.25 1.65 0.75

P10.1 Customer Satisfaction Index 80% 82% 82% 80% 80% 80% 80% 80% 90% 85% 90% 80% 80% 80% 80%

PROCESS

Learning & Growth and Financial Perspective



L1.1 % of academic staff with PhD/DSc,D Eng 50% 51% 54% 55% 60% 60% 58% 50% 55% 50% 55% 50% 50% 50% 50%

L1.2% of staff appointed as leaders/committee/members for the

national and international bodies/associations50% 66% 69% 80% 80% 80% 80% 80% 80% 10% 80% 80% 80% 80% 20%

L1.3 Competency Index for Support Staff (1-5 scale) 3.5

L2.1% of facilities for teaching & learning fulfilling the required

specification - SMART Classrooms (PHB)20% 20%


specification - Digital Infra (CICT)80% 80%

L2.3 % increase of library digital content (PSZ) 5% 5%

L3.1 Employee Satisfaction Index 80% 81% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80%

F1.1

Cost (OE) per student (RM) (Bursary)

Note: To be cascaded as BUDGET VARIANCE to all Tier 1

with target 5%

17000 17000

L&G and FIN

6.2 Cascaded Units Scorecards The cascading to the units was done concurrently with the faculties and the cascaded matrix was also completed on the 16th January 2009. There are fewer roll-up figures for the units because most of the KPIs are either of ‗academic-based‘ or ‗research-based‘. Units play a supporting role to the major University‘s core activities. Stakeholder Perspective

UTM - TIER 0 (Corporate) Target Tier0 Rollup ALL UTMIC SPACE PPIPS Bursary Registrar CICT RMC BIP SPS PSZ PHB HEP HEA

S1.1 % of graduates employability locally within 6 months 85% 84% 85% 85%

S1.2% of graduates employed by MNC/ intrntl companies within 12

months10% 18% 85%

S2.1 No. of new executive programmes 4 3 15

S2.2No. of new professional development programmes /short

courses20 44 3 2

S2.3No of student enrollment for executive programmes (target

equally divided)150 450 150 300

L1.2% of staff registered as members in professional bodies at

national and international level (Ir, Ar, Sr, etc)20% 17% 5%

S4.1 THES Ranking (Top X) Top 350 350

S5.1 No. of high-impact community projects 3

STAKEHOLDER

19

Internal Process Perspective UTM - TIER 0 (Corporate) Target Tier0 Rollup ALL UTMIC SPACE PPIPS Bursary Registrar CICT RMC BIP SPS PSZ PHB HEP HEA

P1.1 % of programmes accredited by professional bodies 100% 100% 100%

P2.1Employer Perception Index on graduates quality (reflective of

curriculum)80% 81% 80%

P3.1No. of publication in citation indexed journals including

refereed proceeding (published only)1000 1153 150

P3.2 No of citations for the university 3000 1740 300

P3.3 No. of books authored 400 377 20 12

P4.1% of Research Experienced Staff (cohort)

(a) >20 years 30% 30% 30%

(b) 10 - 20 years 40% 40% 40%

(c) <10 years 30% 30% 30%

P4.2 No of patents granted (national & intl) 20 23 5

P4.3 No of IPR/ copyrights 1000 1210 100

P4.4 Amount of grant/year (gov, private, international) - Mil 44 53.4 10

PROCESS


P4.5

No of awards (innovation, recognition, awards, stewardships

conferred by national and international learned and

professional bodies)

100 100 5

P4.6 % of staff involved as principal researcher 60% 53% 60%

P4.7 Number of spin-off companies formed per year 20 25 15

P5.1 % of postgraduate intake with CGPA ≥3.0 or equivalent 100% 100% 100% 100%

P5.2 % of international postgraduates students 40% 32% 50% 40% 40%

P6.1Number of active national/international MoU/MoA/LoI/LoA and

collaboration with the industry 12 91 ? 5

P7.1 Total income generated (from all sources) - Mil 30 52.55 10 20 10 2.5

P10.1 Customer Satisfaction Index 80% 82% 80% 90% 80% 80% 80% 90% 80% 85% 80% 80% 80% 80% 70%

PROCESS

Learning & Growth and Financial


L1.1 % of academic staff with PhD/DSc,D Eng 50% 51% 20% 50% 50%

L1.2% of staff appointed as leaders/committee/members for the

national and international bodies/associations50% 66% 70% 25%

L1.3 Competency Index for Support Staff (1-5 scale) 3.5 3.5 3.5


specification - SMART Classrooms (PHB)20% 20% 20%


specification - Digital Infra (CICT)80% 80% 80%

L2.3 % increase of library digital content (PSZ) 5% 5% 5%

L3.1 Employee Satisfaction Index 80% 81% 80% 85% 80% 80% 80% 80% 80% 80% 80% 80% 80% 85% 80%

F1.1

Cost (OE) per student (RM) (Bursary)

Note: To be cascaded as BUDGET VARIANCE to all Tier 1

with target 5%

17000 17000 17000

L&G and FIN

6.3 Scorecards for the Research Alliances A Research Alliance is a formal and strong association of existing centres of excellence, laboratories, formal and informal groups of individual professors, established research groups within UTM (possibly involving outside parties). The Research Alliance aims to conduct world-class leading-edge research right through the whole value chain including knowledge discovery, desimination and commercialisation within focused areas, which by nature are multi-disciplinary. A Task Force for developing KPIs for UTM‘s Research Alliance was formed on 10th July 2009 where members were selected and appointed by TNCPI to develop KPIs and scorecards for all the 11 newly formed research alliances. All the research-based KPIs were transferred from the existing Faculties scorecards to the Research Alliances and the roll-up process was done through a consensus meeting involving faculty deans and RA directors.

20

Internal Process Perspective (RA)

22

Learning and Growth Perspective (RA)

23

7.0 Aligning UTM’s Strategic Plan to the National Plan 7.1 Aligning to the National Strategic Plan (PSPTN) UTM‘s strategic plan is aligned with the national PSPTN by:

1) Taking into account the requirements of national plan when developing the university‘s strategic objectives and KPIs during the University-wide planning;

2) Aligning University‘s activities related to the 12 national CAPs (critical agenda projects).

PSPTN implementation is carried out through 12 Critical Agenda Projects (CAPs) at the

national level where each CAP has been assigned with Strategic Objectives and related

Indicators. All IPTAs are assessed through a Peer Review programme, in terms of the

implementation of their strategic plans that contributes to the strategic objectives in PSPTN.

To ensure an effective coordination and monitoring of the CAP activities at University level,

UTM has formed a coordination committee for PSPTN comprising the 12 university-level CAP

leaders. The roles of UTM CAP leaders are as follows :

1) Identify and coordinate University key activities that support the national CAPs strategic objectives in PSPTN;

2) Monitor the implementation of the key activities and their achievement; 3) Carry out institutional self-rating on the implementation of the key activities based on

the related milestones; 4) Act as a liaison for the University in matters related to national CAPs activities at

MOHE.

The UTM CAP Committee comprises:

1) Academia – Dean of Undergraduate

2) Quality Assurance – Director of Quality

3) Governance – Registrar

24

4) Graduate Employability – Dean of Undergraduate Studies

5) Holistic Student Development – Director of Co-Curriculum

6) Industry & Academia – Director of BIP

7) Internationalization – Director of International Affairs

8) Leadership – Registrar

9) Lifelong Learning – Dean of SPACE

10) MyBrain15 – Dean of SPS

11) R&D – Director of RMC

12) Teaching & Learning – Director of CTL

7.2 Institutional Program Management Office (iPMO) The PMO (Programme Management Office) at MOHE oversees the PSPTN implementation and progress tracking in all IPTAs. The iPMO (Institutional Programme Management Office) is established in all IPTAs to coordinate PSPTN implementation at university level. At UTM, The Office of Corporate Affairs (HEK) functions as the iPMO, which also acts as liaison with MOHE for PSPTN implementation. The terms of reference for HEK as the iPMO are as follows:

TOR for iPMO

1) Assist Project Team plan, design, and test detailed strategies. Facilitating interviews

and access to IPT data and expertise, and provide feedback on the suitability of the

strategies.

2) iPMO is expected to facilitate the selling process to encourage IPTs to adopt suitable

transformation strategies developed by Project Teams.

3) Work with IPT senior management and academics to align the institution’s strategic

plan, KPIs, and shorter-term operating plans to MOHE’s strategic objectives .

4) Review iPMO projects for status (progress against plan, resourcing, expenditure etc.),

methodology (compliance) and provide reports to PMO.

7.3 UTM’s Critical Agenda Projects (CAP) and Self-Rating The CAPs activities are the main alignment aspects of UTM‘s strategic plan and the national PSPTN. The key activities supporting the national CAPs were identified by each of UTM‘s CPAs group during the 2009 Review Workshop on 23-25 October 2009. UTM had also carried out the self-rating for all of its CAP activities related to the PSPTN. Our 2009 key activities aligned to the national CAPs strategic objectives and their self-rating are summarised in the following templates (the figures are valid prior to the institutional peer review) :

25

CAP1 : Academia

COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4 COLUMN 5

Key Activities Weight Milestone 1 Self-rating *Total Score SO1 SO2 SO3 SO4

1.Pelaksanaan inisiatif

ekosistem kesarjanaan0.30

Pelan Pembangunan ekosistem

kesarjanaan5 1.5

Program penghargaan staf

akademik terbaik0.15 Majlis Anugerah Citra Karisma 5 0.75

Mendapat dan mengekalkan

staf akademik terbaik0.25

Kertas kerja polisi untuk

mendapat dan mengekalkan staf

akademik terbaik

2 0.5

4. Menggalakkan staf

meningkatkan profesionalisma0.10

Pangkalan data staf yang

membuat industrial attachment

dan menjadi perunding dan

penasihat kepada industri

3 0.3

5. Insentif Penggalakkan

Penerbitan0.20

Pelaksanaan polisi bayaran

insentif penerbitan5 1

TOTAL 1 4.05

SO3 : Mencari, memilih & mengekalkan ahli akademik terbaik

Bilangan IPT melaksanakan (planning, delivery & assessment) Pelan untuk memberi penghargaan dan

sanjungan kepada Ahli Akademik yang hebat dan unggul sebagai usaha untuk menggalakkan

pembangunan profesional akademia

Bilangan IPT melaksanakan (planning, delivery & assessment) Pelan Pengurusan Tenaga Akademik bagi

memperkasakan akademia dimana tenaga kerja perlu mempunyai standard dan kualiti yang tinggi di IPT

masing-masing

S04 : Mengukuh wibawa, meningkatkan integriti & profesionalisma.Bilangan IPT melaksanakan (planning, delivery & assessment) Pelan Pengukuhan Wibawa, Integriti &

Profesionalisma Tenaga Akademik dalam usaha mempertingkatkat kredibiliti akademia.

COLUMN 6

Strategic Objectives Indicators

CAP : ACADEMIA

Bilangan IPT melaksanakan (planning, delivery & assessment) Pelan Komprehensif Pembudayaan

Intelektual dan Kesarjanaan IPTA masing-masing, bagi menambahbaik tanggapan umum terhadap

akademia sebagai pusat pembangunan budaya intelektual dan kesarjanaan.

S01 : Menyemarak dan mengukuhkan budaya intelektual & kesarjanaan.

SO2 : Menghargai ahli akademik yang hebat dan unggul

CAP 2 : Quality Assurance


Key Activities Weight Milestone 1 Self-rating *Total Score SO1 SO2 SO3 SO4 SO4 SO4

1. Prepare documentation for

APA (Institutional Audit)0.3 Submission of APA Report 5 1.5

2. Conduct Internal Audit for

APA0.1

Completion of Audit Exercise and

Producing Internal Audit Report2 0.2

3. Form task force and

coordinate the collection of data0.2 Completion of data for SETARA 2 0.4

4. Ensure all new programmes

comply with MQA requirements0.2

All new programmes are ready for

provisional accreditation4 0.8

5. Apply for reaccredation of

existing programmes0.2 All programmes are accredited 4 0.8

TOTAL 1 3.7

COLUMN 6

SO5 : To increase access to quality HE (KRA1) At least one university to achieve 5-Star in SETARA.

SO7 : Implementation of APA (Institutional Audit) on 58 HEIs

Programme accreditation report

Self-accreditation audit report

2009 SETARA report

Universities to achieve at least 4-Star in SETARA (for RUs) and 3-Star (for other universities).

All mature programs have been accredited by MQA.

Institutional Audit report for each HEIs

Strategic Objectives

CAP : QUALITY ASSURANCE

SO1 : Implementation of Programme Accreditation

SO2 : Implementation of self-accreditation audit

SO6 : To increase access to quality HE (KRA1)

SO4 : To increase access to quality HE (KRA1)

SO3 : Implementation of SETARA 2009 on Universities and University Colleges

Indicators

26

CAP 3: Governance


Weight Milestone 1 Self-rating *Total Score SO1 SO2 SO3

1.Melaksanakan pindaan AUKU,

Statut, Tatatertib Pelajar dan

Perlembagaan Universiti.

0.3

Pindaan telah

siap & dalam

proses

pewartaan

5 1.5

2. Melaksanakan penurunan Kuasa

dari LPU kepada Jawatankuasa yang

lebih rendah.

0.2

Penurunan

kuasa telah

dilaksanakan

3 0.6

3.Menubuhkan dan memantapkan

anak syarikat universiti.0.1

Beberapa anak

syarikat telah

ditubuhkan

4 0.4

4. Melaksanakan kursus-kursus

selain program perdana melalui

SPACE, UPPK, BATC, IBS

0.3

Kursus-kursus

telah

dilaksanakan

5 1.5

5. Membuat pelaburan untuk

menambah pendapatan universiti.0.1

Pelaburan telah

dilaksanakan5 0.5

TOTAL 1.0 4.5

SO3 : Pengambilan Pelajar: Memberi autonomi dalam pengurusan pengambilan pelajar kepada universiti

APEXJenis dan bilangan IPTA yang diberi autonomi pengambilan pelajar

COLUMN 6

CAP : GOVERNANCE

Strategic Objectives Indicator

SO1 : Perundangan (Tadbir Urus): Memberi autonomi yang lebih tinggi kepada IPTA melalui penurunan

kuasa kepada LPU, NC dan Senat selepas pindaan AUKU 2009, Akta UiTM, dan Perlembagaan UIAM

i) PINDAAN PERLEMBAGAAN YA/TIDAK ,

ii) % BILANGAN STATUT YANG DIPINDA,

iii) % BILANGAN KAEDAH DAN PERATURAN YANG DIPINDA

SO2 : Penjanaan Pendapatan: Mengurangkan kebergantungan IPTA terhadap bantuan kewangan Kerajaan

melalui pemantapan penjanaan pendapatan

i)% SUMBANGAN IPTA KEPADA BAJET OPERASI IPTA

ii)% SUMBANGAN IPTA KEPADA BAJET PEMBANGUNAN IPTA

CAP 4: Graduate Employability

COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4 COLOUMN 5

Key Activities Weight Milestone 1 Self-rating "Total Score" SO1 SO2

Curriculum review which includes the

development of UTM graduates attributes0.4

Completion of

programme

specification for all

programmes

5 1

Graduating students support

employability program0.2

Implementation of

UTM Degree ++

Programme

4 1.2

Establishing career support programe 0.1Setting up Career

Development Unit4 0.8

Conducting employers survey

0.1Completion of

survey 3 0.3

Conducting tracers study of graduating

students0.2

Completion of

graduates

employment

research database

and data analysis

3 0.6

TOTAL 1 3.9

SO2 : To increase graduates' employability (KRA2)The percentage of employers who provide positive feedback on

quality of graduates.

COLUMN 6

CAP: GRADUATE EMPLOYABILITY


SO1 : To increase the percentage of graduates being employed within six months after study completion (Mac '09 83.8% -

UTM)

The percentage of graduates being employed within 6 months

after completed their studies

27

CAP 5 : Holistic Student Development


Key Activities Weight Milestone 1 Self-rating *Total Score SO1 SO2

1. To determine and improve

current co-curriculum subjects

/ modules

0.2

Completion of

subject revision

and content

updating

2 0.4

2. To increase number of

subject offered to students0.15

Completion of

study on new

subjects (8

attributes)

2 0.3


credited subject based on LO

and KI

0.2

Completion of

content revision for

SUKSIS and

PALAPES

2 0.4


trainer for high demand subject0.2

A new pool of

trainers for high

demand subject

2 0.4

5. To give credit to student

activities eg. MPP and

ROBOCON

0.25

Proposal to giving

credit to student

activity

2 0.5

TOTAL 1 2

COLUMN 6

BILANGAN MODUL KOKURIKULUM YANG DILAKSANAKAN BERDASARKAN

8 Teras Utama (Kepimpinan, Keusahawanan, Kesukarelawanan, Sukan,

Daya Usaha & Inovasi, Kebudayaan, Khidmat Komuniti dan Pengucapan

Awam)

SO1: Meningkatkan bilangan MODUL kokurikulum yang dikreditkan di IPT

SO2: Mempertingkatkan dan menambahbaik pelaksanaan kokurikulum berkredit berteraskan Hasil

Pembelajaran (LO) dan Kemahiran Insaniah (KI).

PERATUSAN(%) KOKURIKULUM YANG BERKREDIT DI IPT DI SEMAK

SEMULA adalah berdasarkan Hasil Pembelajaran, Kemahiran Insaniah dan

Taksonomi yang bersesuaian merangkumi keseluruhan rekabentuk

kokurikulum, kaedah penyampaian dan penaksiran

CAP : HOLISTIC STUDENT DEVELOPMENT


CAP 6 : Industry and Academia



Joint R & D and consultancy 0.2Secure 40 joint

projects5 1

UTM CEO Forum 0.220 industries peer

participation3 0.6

Industrial attachment

programmes0.2

30 staffs

undergoing

attachments

4 0.8

Industrial training / mobility

programme0.2

1000 students

undergoing

attachments

5 1

Industry panel for curriculum

review and enhancement0.2

All faculties

conduct annual

review

5 1

TOTAL 1 4.4

COLUMN 6

1.The number of collaborations with industries in relevant

activities e.g. contract research consultancy, seminars,

symposium, dialogues, input for curriculum enhancement, courses

for life-long learning etc.

SO1 : To increase the number of industrial partnership

SO2 : To increase the number of students and lecturers in industrial training/attachment

1.The number of students being placed at industry local and

abroad for the industrial training/mobility program

2. The number of lecturers being placed at industry for attachment

CAP : INDUSTRY & ACADEMIA


28

CAP 7 : Internationalization


Key Activities Weight Milestone 1 Self-rating *Total Score SO1 SO2 SO3 SO4 SO5

International Road Show and promotion 0.25Recognition by 50

countries4 1

International Meetings Organized 0.2Organized 6 major

events per year5 1

Partcipation in International Membership

/ rating Agency0.1

2 international

rating agencies4 0.4

Research and Academic Partnership 0.2Approval of

classification of MOU5 1

Students and Staff Mobility Programs 0.251100 abroad on GOP

by Nov 20095 1.25

TOTAL 1 4.65

COLUMN 6

SO3 : To internationalise Malaysia's higher education sector (KRA3) Number of sponsored international students

SO4 : To internationalise Malaysia's higher education sector (KRA3) The number of international students enrolled at masters/PhD levels at IPTAs.

SO5 : To make Malaysia a hub of higher education excellence (KRA3) Multilateral/bi-lateral recognition

SO1 : Increase number of international students Percentage of international students studying in Malaysian HEIs to total student population

SO2 : Increase number of international staff

CAP : INTERNATIONALIZATION


Percentage of international academic staff at Malaysian HEIs to total academic population

CAP 8: Leadership


Key Activities Weight Milestone 1 Self-rating * Total Score SO1 SO2 SO3 SO4 SO5 SO6

1. Menetapkan kriteria dan asas pemilihan

yang diperakukan oleh JPU0.1

Kriteria dan

asas pemilihan

telah disiapkan

5 0.5

2. Mewujudkan jawantankuasa pemilih dan

melaksanakan proses pemilihan

bagi jawatan TNC, Dekan, Pengarah dan

Timbalan-timbalan bagi jawatan tersebut

0.2

J/Kuasa telah

dtubuhkan

beserta Terma

Rujukan

5 1.0

3 Memperkasakan daya kepimpinan

pegawai utama universiti melalui kursus-

kursus anjuran AKEPT, INTAN, BTN dan

kursus-kursus dalaman.

0.2

60% pegawai

mengikuti

kursus

3 0.6

4. Melaksanakann kursus-kursus P&P dan

kepimpinan kepada pensyarah muda0.2

Modul telah

dibangunkan dan

program akan

dilaksanakan

2010

4 0.8

5. Mengujudkan pangkalan data sumber

manusia dan kewangan.0.3

80% pangkalan

data telah siap4 1.2

TOTAL 1.0 4.1

SO2 : Memantapkan proses pelantikan TNC IPTA melalui penubuhan Jawatankuasa Memperakukan Pemilihan

Timbalan Naib CanselorBilangan Jawatankuasa Memperakukan Pemilihan Timbalan Naib Canselor

SO3 : Penambahbaikan dam pengemaskinian pangkalan data komprehensif calon pengurusan tertinggi IPTA

(talent pool)Penambahan bilangan calon dalam pangkalan data

SO4 : Membangunkan Sahsiah, Intergriti, DAN MEMBINA ASAS-ASAS KEPIMPINAN Pensyarah Muda di IPTA% pensyarah muda (berumur 35 tahun dan ke bawah) dari populasi tersebut yang mengikuti program

Pensyarah Muda anjuran KPT (Sejak tahun 2007)

SO5 : Memperkasakan kualiti IPT Malaysia (KRA1) Latihan untuk Master Trainer dalam bidang Pedagogi dan Pembelajaran Berpusatkan-Pelajar.

CAP : LEADERSHIP


SO1 : Memantapkan kriteria pemilihan NC, TNC dan Pengerusi LPU Bilangan kriteria

SO6 : Memperkasakan kualiti IPT Malaysia (KRA1) Peningkatan peratus pegawai utama IPT (Ketua Jabatan ke atas) mengikuti latihan anjuran AKEPT.

COLUMN 6

29

CAP 9 : Lifelong Learning


Key Activities Weight Milestone 1 Self-rating *Total Score SO1 SO2 S03 S04

1. Develop New Part Time

Programmes0.4

25 new

programmes

offered

5 2

2.Develop On-Line Coursewares 0.2Completion 10

coursewares4 0.8

3.Promotion and Marketing

Initiative0.2

Participation in 20

educational fairs4 0.8

4.Setting Up of New Learning

Centres0.1

3 new centres

established4 0.4

5.Implement Research & Publication 0.1Completion of 3

Projects2 0.2

TOTAL 1 4.2

CAP : LIFE LONG LEARNING


COLUMN 6

SO1 : To increase nos of Malaysian participating in LLL No of Malaysians enrolled on LLL course

SO2 : To enhance lifelong learning (KRA5) Annual rate of increase in participants above the age of 30 in Community Colleges

SO3 : To enhance lifelong learning (KRA5) Annual rate of increase of participation in executive/professional programs in IPTAs

SO4 : To enhance lifelong learning (KRA5) Increase in enrolment in Open Distant Virtual Learning (ODVL).

CAP 10 : MyBrain15



1.Fast-Track Programe for Local 1st Class Bachelor

Graduate0.3

1. Second intake will

enroll in sem II

2009/2010

2. revise

implementation

5 1.5

2.New Customer Oriented Doctoral Programme 0.2

1.Approval of

senate paper

2.Eng. Doc and

Eng. Edu have been

offered

4 0.8

3.Flexible Options to Minimize Doctoral

Programme Duration0.2

Senate Approval

for Revision of

Minimum Duration

4 0.8

4.Plan implementation of PhD study leave program

for staff0.2

Annual plan

implemented5 1

5. Retain retired staff with Ph.D as contract staff (3

years and up to age of 65)0.1

Heve been

implemented5 0.5

TOTAL 1 4.6

Total no of PhD holders.

SO2 : To increase access to quality HE (KRA1) Average percentage of lecturers in IPTA with PhD or

equivalent

CAP : MYBRAIN 15


COLUMN 6

SO1 : To achieve 60,000 PhD holders in Malaysia by 2023

30

CAP 11 : R&D


Key Activities Weight Milestone 1 Self-rating *Total Score SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 SO9 SO10 SO11

1.Menjalin kerjasama R&D dengan

Industri dan institusi antarabangsa0.4

Memperolehi

jumlah

peruntukan

RM30juta

5 2

2. Mengkomersial produk R&D 0.2

Pengkomersiala

n lapan (8)

produk

3.5 0.7

3.Mendaftar harta intelek 0.1

Menghasilkan

1000 pendaftaran

harta intelek

5 0.5

4. Menghasilkan penerbitan

daripada aktiviti R&D0.1

Mencapai

Cumulative

Impact Factor

(CIF ) 375

3 0.3

5. Menyediakan tenaga kerja mahir

yang kreatif dan inovatif bagi

keperluan negara

0.2Seramai 400 RO

telah dilantik3 0.6

TOTAL 1 4.1

SO2 : Meningkatkan bil MoHE CoE bertaraf antarabangsa Jumlah Pusat Kecemerlangan

SO3 : Meningkatkan jumlah dana (RM Juta) bagi FRGS Bagi setiap RM1 Juta, diunjurkan 15 projek diperuntukkan bagi FRGS

CAP : R & D


SO1 : Meningkatkan pengkomersilan hasil R&D IPT Peratusan berdasarkan bilangan keseluruhan hasil R&D IPT

SO6 : Mengiktiraf bil IPT sebagai Universiti Penyelidikan (RU) Jumlah Universiti Penyelidikan di Malaysia

SO7 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4) Nisbah IP terhadap setiap RM1Juta nilai geran yang dibelanjakan

SO4 : Meningkatkan nisbah bilangan RSE kepada Pekerja bil penyelidik, saintis dan jurutera (RSE):10000 pekerja

SO5 : Meningkat peratusan dana penyelidikan daripada pihak industri dan antarabangsa Peratusan dana penyelidikan yang diterima IPT dari pihak industri dan luar negara

SO10 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4) Bilangan buku ilmiah baru yang diterbitkan

SO11 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4) Jumlah faktor impak dari penerbitan kertas jurnal.

SO8 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4) Nisbah pendapatan yang dijana terhadap setiap RM1Juta geran

SO9 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4) Bilangan artikel dalam jurnal terindeks

COLUMN 6

CAP 12: Teaching & Learning


Key Activities Weight Milestone 1 Self-rating *Total Score SO1 SO2 SO3 SO4 SO5

1. Semakan semula polisi P&P dan

kod amalan untuk keperluan

akreditasi program

0.3

Sembilan kod

amalan siap

disemak

4 1.2

2. Kajian rintis GSA (kompetensi IT,

penyelesaian masalah dan

kompetensi BI

0.2

Laporan siap untuk

3 GSA daripada 7

atribut graduan UTM

4 0.8

3. Penilaian pensyarah e-ppp dan e-

learning0.3

Laporan siap

untuk program

pra siswazah

5 1.5

4. Latihan dalaman untuk staf

sokongan0.1

Penawaran 5

kursus oleh

Fakulti

3 0.3

5. Melakukan audit peralatan dan

kemudahan fizikal mengikut

standard dokumen MQA

0.1Laporan siap

utnuk 5 Fakulti 3 0.3

TOTAL 1 4.1

COLUMN 6

SO5 : Mempertingkat dan mengekalkan kualiti kemudahan peralatan dan fizikal yang kondusif

SO2 : Memastikan atribut pelajar dicapai berdasarkan Generic Student Attributes

Indicators

Peratusan program di IPT dilaksanakan (designing, delivery & assessment) berdasarkan Hasil

Pembelajaran, Kemahiran Belajar, Kemahiran Insaniah dan Taksonomi yang bersesuaian dengan keperluan

pihak berkepentingan (seperti badan akreditasi, Lembaga Penilai

Peratusan pelajar yang mencapai minimum 7 GSA atau ketetapan minimum yang diperlukan oleh badan

akreditasi

Strategic Objectives

SO1 : Mempertingkat dan mengekalkan kualiti program akademik

Peratusan pensyarah sekurang-kurangnya:

1. mempunyai jumlah penerbitan buku/journal/modul pengajaran dll seperti yang ditetapkan oleh IPT

masing-masing; ATAU

2. mendapat anugerah,/sijil/IP/dll; ATAU

3. mencapai tahap penilaian pengajaran oleh pelajar ATAU

1. Peratusan staf bukan akademik lulus PTK; ATAU

2. Peratusan staf bukan akademik yang mencapai indeks kompetensi (skala 1-5)

1. IPT mencapai sekurang-kurangnya peratusan tahap 'compliance' yang di tetapkan dalam pelan

pembangunan peralatan dan fizikal yang kondusif seperti yang dirancangkan oleh IPT masing-masing.

ATAU

2. IPT mencapai sekurang-kurangnya peratusan Benchmarked Standard yang ditetapkan dalam MQA

SO3 : Meningkatkan kualiti pensyarah

SO4 : Mempertingkatkan kualiti staf bukan akademik

CAP : TEACHING AND LEARNING

utm's strategic plan and its role in supporting university core activities

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