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TAKLIMAT TENTANG CADANGAN BENGKEL SEMAKAN STRATEGIK SASARAN UTM 2016

Pelan Global UTM 2012-2020 (Fasa II: 2015-2017

Tempat: Swiss-Garden Hotel & Residences Malacca

T2-4, The Shore @ Melaka River, Jalan Persisiran Bunga Raya,

Tarikh: 28-30 Oktober 201575300 Melaka Tengah, Melaka.

Dianjurkan oleh:Pejabat Naib CanselorUniversiti Teknologi Malaysiadengan kerjasama Bahagian Pembangunan Modal Insan, Pejabat Pendaftar

Objektif Bengkel:

i. Untuk mengkaji semula keberkesanan pelaksanaan pelbagai inisiatif dan program di bawah Fasa II, Pelan Global UTM 2012-2020 sepanjang tahun 2015, sejajar dengan Pelan Pembangunan Pendidikan Malaysia 2015-2025 (Pendidikan Tinggi);

ii. Untuk menambahbaik key amal indicator (KAI) sedia ada dan menentukan pemberat masing-masing; dan

iii. Untuk membuat pengubahsuaian kepada inisiatif, sasaran dan program tahun 2016, berdasarkan senario semasa.

Refresher on PGU2

Refresher On PGU2

2020 UTM targets1. 27 000 active students Full time PG and UG both

local and international2. Graduate focused University 60% (16 200 PGs and

10 800 UGS)3. Staff to student Ratio of 1: 8 to 1:104. Academic Staff to Non Academic Staff ratio of 1: 1.35. 85% Academic Staff with PhDs6. Preserving our Research University (RU) Status

7. 6 Star status on SETARA8. Top 50 in QS ranking for Engineering &

Technology9. Students Employability Index of 80%10.Generating 30 % of OPEX through internal

sources

Achievements of KAIs• As reported by presenters• Overachieved by more than 100% - are these

truly KAIs?• Achieved ~ 100% If it doesn’t look like

changing, perhaps change it to other KAIs• Below target~ why not? Over estimate?

Reduce target?• KAIs are equally weighted~ All KAIs are equal

but some are more equal than others

What has changed since Jan 2015?Political, Economic, Social and Technological analysis

(PEST)• Political- Iran signs the nuclear profileration treaty. No longer

considered a pariah state. Iran Students will flock back to the West?• Economic- Plunging price of oil. Oil producers are suffering huge

decreases. Locally GST has contributed to higher cost of living, Economy not bullish, Universities encouraged to be self-reliant, Education is becoming more expensive hence we are losing our competitive advantage, Huge cuts in public spending will further exercebate the problem

• Social- EMGS-visa, increased competition, new visa requirements, need for life-long learning

• Technology- On-line courses, new forms of learning and assessment

Translated into• Lowering of Demand for Postgraduate

applications, acceptances and actual registrations

• Ditto for UG due to competition from other RUs

• Drop in university revenue & research funding• May significantly impact on our ability to

achieve KAIs and may adversely impact our targets

And Yet……..

1. RUs KAIs yet to be altered- if anything , the expectations on target attainment remains unchanged

2. Financial sustainability must be a faculty’s priority3. Forward Planning is essential4. Need faculty wide commitment to meet the

targets5. New work culture/thinking is needed

Change is just around the corner!!

What does this mean?

• Move from cost centre to profit centre• Faculties must take charge of setting KAIs and

achieving them especially in terms of target students nos

• R&D funding from external & foreign sources• Improving Efficiency becomes a top priority-

so far excellent service delivery is hindered by bureaucracy and procedural red tape.

• Decisions made has a cascading and cause and effect consequence- hence need to make measured decisions not knee-jerk solutions

• Rewarding effort, creativity and innovation• Can a “one size fits all” performance

evaluation system increase performance or in fact make improvements in some areas but causes deteriorations in others?

Talk By DS Idris Jusoh diUniRAzak Putrajaya 19/10/2015

UTM Is Soaring Upwards

How to meet the High Expectations?

How Can Other Engineering Schools in UTM Achieve the Breakthrough?

7 schools

2 schools

5 schools

2 schools

Input and Outcomes

BengkelDeliberations

Current Achievements

Students Trends

Economic & Funding Trends

New Govt Initiatives

Stakeholder Needs & Expectations

Amended Targets

Drop and /or add New KAIs & weightages

New Programs

New Strategies

New InitiativesNew Needs

Examples of Issues to be deliberated• Financial Sustainability to be a top issue• To arrest decline in students Admissions• Keeping our target to be top 50 in E&T • Improving efficiency & value for money in our

delivery processes• Ensuring success in securing new sources of

funding for R&D especially foreign sources?• Skudai and UTMKL innovation initiatives

• BTU 1: Kecemerlangan Pembelajaran dan Pengajaran

Pembentang: Timbalan Naib Canselor (Akademik & Antarabangsa)

• BTU 2: Kecemerlangan Penyelidikan, Inovasi dan Komersialisasi serta Game Changer - Skudai Innovation Valley

Pembentang: Timbalan Naib Canselor (Penyelidikan & Inovasi)

Keynote Presentations based on Bidang Tumpuan Utama (BTU)

• BTU 3: Kampus Lestari, Infrastruktur, Sistem (ICT), dan Libat Sama Komuniti dan Jaringan Industri

Pembentang: Timbalan Naib Canselor (Pembangunan)

• BTU 4: Pengalaman Kampus Menyeluruh Pembentang: Timbalan Naib Canselor (Hal Ehwal

Mahasiswa & Alumni)

• BTU 5: Penyampaian Berprestasi Tinggi Pembentang: Pendaftar

• BTU no 6: Kelestarian Kewangan Pembentang: Bendahari & Timbalan Naib Canselor

(Pembangunan)• BTU no 7: Reputasi Global Pembentang: Pengarah Kanan, UTM International• Game Changer - Lifestyle @ UTM KL Pembentang: Pengarah Kampus, UTM Kuala Lumpur

STUDENTS NOs ARE THE DETERMINING FACTORs FOR FINANCIAL SUSTAINABILITY

Student Nos As Performance

Drivers

Students as Performance Drivers

Hostel Occupation rates

Sustainable Programmes

Staff Workload/Nos

Academic Fees

Publications

Graduation rates

• Faculties to set targets for student enrolment• Targets should assist UTM financial sustainability

objectives• Initiatives to be identified in order to achieve targets• Resources to be deployed to support initiatives• Once locked, faculties MUST strive to attain them• Based on faculty targets, UTM Mgt can consolidate to

ensure that our total student nos are met

Can We Meet Our Financial targets?

Income from Support Units

Income from faculties

UTM Revenue

from Internal Sources

Fees From PGs

Fees From UG

Interests on funds

Fees From Hostel

Rental From Facilities

Fees From Contract Research

Fees From Short Courses

Fees From Consultancies

Fees From Testing & Calibration

Commercialisation Revenue

Sample Projected Revenues

• UTMRS has prepared its financial projections based on its targetted scale of activities from 2015-2020

Homework for Deans & COEs• What are your projected revenues for 2016?• What are your student targets / programme?• What new strategies & initiatives are you

planning for 2016?• What are your pain points?• What are your suggestions for change?

Research & Development & Innovation• MYRA 1 – Quantity, MYRA 2 – Quality, MYRA 3-

Outcomes• Bringing R&D mgt back to faculties- issues & can

we ensure integrative and effective critical mass?• We have the nos but how to improve our

successes in product commercialization and revenues?- key issue

• Foreign funding sourcing- Green field, Blue Ocean• UTM as big brother to UTEM, UTHM,

UMP,UNimap – what are our strategies?

• Skudai Innovation Valley- What is it and what initiatives to pursue

• UTMKL life style- transforming the image• Empowering researchers & reducing red tape

Talent Procurement & Succession

• How well do we successors and future leaders to replace outgoing incumbents?

• Are our recruitment process, rewards and remunerations consistent with our stated objectives?

• How to reduce recruitment process from application to reporting for duty?

• How do we identify rising stars and, groom & nuture them?

• Leaders in Mgt must be Holistic and Visionary• Research leaders and teachers may be

specialists and focused in their excellence• There must be a good mix of the two

Globalisation

• Twin Towers, KLIA, FI, UTM~ making UTM a global household name

• Ranking Issues• Bringing the World To UTM (before)- Bringing

UTM to the world (now) overseas campuses

Alumni

• A huge pool of resources – locally and overseas

• Tapping their talents and contributions• Endowments• Alumni as UTM ambassadors

Community Engagement

• Embedding UTM firmly within the local community- relevant player locally, referred body, changing lives and the environment, making a positive difference, agent of change

Excellent Service Delivery

• Increasing Service Delivery – Increasing efficiency, timely, quality, reduced errors, no duplication of tasks, reduced complaints, increased praises, reduced costs, reduced waste, achieving more with less resources

• Identifying bottlenecks, revising procedures, restructure, innovative approaches, challenging established norms, breaking the pattern

Closing• Our goals are set- No change in these• We need minor course corrections- change in

speed, how-to?s, who- to? When to? Which to? etc

• This bengkel is a time to reflect and reconsider• Need to reaffirm our KAIs• Recalibrate our targets• Revise our trajectories• Set and lock• Bismillah and just do it

KIPIDUP !UTMCANDUIT !

Sekian Terima Kasih