fb129f43741458fe5043a8b431acf774.ppt
- Количество слайдов: 30
5 Moving Forward
Higher Education: Global & National Scenario
The future of higher education: An avalanche of change will sweep the system away? …. (T)he next 50 years could see a golden age for higher education, but only if all players in the system, from students to governments, seize the initiative and act ambitiously. If not, an avalanche of change will sweep the system away. Deep, radical and urgent transformation is required in higher education. The biggest risk is that as a result of complacency, caution or anxiety the pace of change is too slow and the nature of change is too incremental. The models of higher education that marched triumphantly across the globe in the second half of the 20 th century are broken.
The main concern In the 21 st century, universities have been asked to support the development of their nation by creating economic wealth, solving big problems and ensuring students have something to offer their society. The better the university the more they can contribute. Concern related to: • Ranking • Quality • Funding
Regional trend: Towards a single market As chair of ASEAN for 2015 Malaysia is expected to announce the adoption of the ASEAN Economic Community (AEC) – even if not technically complete – highlighting its own progress in liberalisation to give new impetus to the next stage of regional integration (p. 33). Due to take effect on December 31, 2015, the AEC targets four key areas: • A single market and production base • A highly competitive economic region • Equitable economic development • Integration into the global economy
Universities, Research & Innovation: The National Scenario The National Education Blueprint for Higher Education 2015 -2025 (Higher Education Blueprint- Draft) 10 Big Ideas: • Empowered governance • Financial sustainability • Higher education excellence • Holistic entrepreneurial graduates • Innovation ecosystem • Higher education delivery transformation • 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.
Reality check Universitas 21 developed the ranking as a benchmark for governments, education institutions and individuals. Aims to: • Highlight the importance of creating a strong environment for higher education institutions to contribute to economic and cultural development. • Provide a high-quality experience for students. • Help institutions compete for overseas applicants. Rank Country Total Score Resources (20%) Environment (20%) Connectivity (20%) Output (40%) 1 USA 100. 0 91. 1 98. 8 74. 0 100. 0 10 Singapore 76. 3 82. 6 92. 3 89. 1 45. 0 28 Malaysia 53. 4 73. 6 87. 6 44. 6 20. 8
The role of RUs in developing countries Philip G. Altbach Research universities in developing countries are situated at the top of an academic and intellectual hierarchy and are central to the success of any modern knowledge-based economy. All developing countries need these institutions to participate in the globalized environment of higher education. Thus, understanding the characteristics of the research university and building the infrastructures and the intellectual environment needed for successful research universities is a top priority. Ref: Altbach, P. G. (2013). Advancing the national and global knowledge economy: the role of research universities in developing countries, Studies in Higher Education, 38: 3, 316 -330, DOI: 10. 1080/03075079. 2013. 773222
The future of higher education
UTM Global Plan 2012 -2020 Phase 2 (PGU 2)
Strategic Themes since 2009 ? Culture of innovation Inspiring creative and innovative minds Innovative, entrepreneurial, global; Institutional DNA ; Blue Ocean Srategy “Soul”; Appreciation of value Consensus, inclusiveness and engagement Leading in Innovation and Entrepreneurship Towards Wealth Creation (for universal prosperity and well-being) Balance Score Card 2009 2010 2011 2012 2013 2014 2015
Strategic Review and Planning Process of the UTM Global Plan Phase 2 (2015 -2017) Timeline Presentation To Steering Committee 13. 8. 2014 7. 7. 2014 * Seminar Series 2 29. 5. 2014 10. 7. 2014 22. 7. 2014 23. 6. 2014 Steering Committee Meeting Series 1 Lab 1 *Seminar Series 1 May June 5 6 14 -16. 11. 2014 LPU Retreat 8. 9. 2014 (UTMJB) 10. 9. 2014 (UTMKL) 8 -15. 9. 2014 (Online) Lab 2 20 - 22. 10. 2014 Management Retreat Town Hall Meeting July 7 August 8 September 9 Oktober November 10 11 December 12 Prepare 2 nd draft • Seminar on Current Trends and Global Scenario In Higher Education Office of the Vice-Chancellor 9 July 2014 Prepare 1 st draft Prepare Final draft
Desired state by 2020 Student enrolment: 27, 000 Academic staffnon-academic staff ratio: (1: 1. 3) Rating: Tier 6 (SETARA) UG-PG ratio: 40: 60 Academic staff with Ph. D by 2020: 85% Academic staffstudent ratio: (1: 8 – 1: 10) Research University: Maintain status Ranking: Top 50 in the world (engineering and technology ) Financial sustainability: 70: 30 Graduate employability: 80%
Philosophy, Vision, Mission Philosophy 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 To be recognised as a world class centre of academic and technological excellence Mission Vision To be a leader in the development of human capital and innovative technologies that will contribute to the nation’s wealth creation
Addressing the challenges UTM Key Focus Learning & Teaching Excellence Enhancing UTM Research Ecosystem Students at the Heart of the System Global Reputation Enhancing Critical Enablers for Institutional Excellence HE Blueprint 10 Big Ideas Execution Strategies/Tools • Intensification of online learning. • Enculturation of LLL New Academia • Innovation ecosystem • Holistic entrepreneurial graduates. • Global prominence • HE excellence • Empowered governance • Financial sustainability • HE delivery transformation Synergy between all DVCs, RAs, Faculties, PTJs & PPP. Blue Ocean Strategy UTM DNA Structure
Proposed Focused Agenda – Some Highlights
Specific Programmes Descriptions Graduates with entrepreneurial, innovative and global mindset • • Harnessing and inspiring top notch scientists and researchers • Initiatives structured to nurture and sustain the pool of 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. Learning and teaching excellence Students at the heart of the system Integrated programs and assessment to develop students Synergy between all DVCs, CSI, UTMTech, UCTC, ICC, etc. New academia Jobs in campus Attached/loyal alumni
Specific Programmes Descriptions New learning and • To equip non-academic staff with new skills and leadership exposure competencies. for non-academic staff • Transformative learning experiences that enable staff to perform in a global university with UTM DNA. • High performance culture R, D &C Skudai Innovation Valley Wealth creation, impactful to the community Revival of Technovation Park Enhance efforts towards commercialisation, Spin-off and start up • Niche, regional and international COE • Industry-led research • International grants • •
Specific Programmes Descriptions 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
Specific Programmes Descriptions Financial sustainability • • • Business Development Unit Alumni - raise friends vs raise fund (endowment) 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
Specific Programmes Descriptions Infrastructure s • • • Conducive campus ecosystem for L & T, research Staff quarters Space optimisation RMK 11 – major projects (related to L & T, digital, research) 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 Pagoh Setapak SAC
Specific Programmes Descriptions Invest in HR development - Healthy. happy and highly motivated staff • • • Branding • HEK to package branding highlighting the activities/ achievement and impact on regular basis • Link with marketing • Manage perception ICT and Systems • ICT upgrading and capability to support efficient and effective delivery. • Paperless and online system • ICT Roadmap 2014 -2018 • Digital learning environment K-organisation, Life long learning Every third week (for one- week) – English speaking week Soul, DNA Compulsory wellness programs UTMLead, HCD Reduce medical bills Motivations? Staff quarters Human capital blue print
UTM ICT ROAD MAP 2014 -2018 2014 2015 2016 2017 INTEGRASI , ENTERPRISE Peningkatan integrasi dan keselamatan aplikasi melalui pembangunan Enterprise Architechture ( Pembangunan EA UTM, ARCHITECTURE 2018 Penambahbaikan ciri keselamatan aplikasi, Pembangunan sistem pengurusan identiti berpusat. HIGH PERFORMANCE DELIVERY, DIGITAL LEARNING AND Pemantapan perkhidmatan penyampaian maklumat kepada pengguna ( Pembangunan aplikasi mobile, Pemantapan & RESEARCH pengintegrasian sistem pengurusan pelanggan ICT berpusat, Peningkatan aplikasi atas talian, Pembangunan Aplikasi Baharu untuk menyokong teras utama sedia ada dan akan datang - Sistem Pengurusan Intelectual Property (IP), Sistem Penyelidikan, Sistem Advance HPC, Sistem Grid Computing, Sistem Pengurusan Alumni, Sistem Perhubungan Industri, Digital Examination, Digital Assessment, MOOC, Webinar) PERALATAN/PERIS IAN Pemantapan penggunaan infrastruktur ICT selaras dengan keperluan semasa (Penggunaan LOUD, Perolehan Perisian) APLIKASI BERIMPAK TINGGI Pengukuhan prestasi aplikasi berimpak tinggi ( Penambahbaikan aplikasi dari perspektif teknikal dan bisnes-UTMHR, UTMFIN, AKADEMIK, ASET, SOKONGAN, WEB, BI) INFRASTUKTUR DAN SISTEM SOKONGAN infrastruktur utama dan sokongan ICT (Menaiktaraf Pemerkasaan perkakasan, rangkaian, perluasan liputan WIFI, kemudahan VC, DS, MM, IPTV) KESELAMATAN ICT Pengukuhan keselamatan infrastruktur ICT (Perlaksanaan SPA dan Network Audit, Pemantapan UTMCERT, infra keselamatan ICT) KECEKAPAN TADBIR URUS/PENJANAAN PENDAPATAN Pemantapan Pengurusan Dan Pembudayaan ICT (Kompetensi, Kepimpinan Strategik ICT, Kesedaran Pematuhan Prosidur ICT) Pemantapan Tadbir Urus ICT (Pematuhan Polisi, Garispanduan, SOP, SLA, Struktur Tadbirurus) , Penjanaan Pendapatan UTM DIGITAL CAMPUS
ESTIMATION OF COST ACCORDING TO YEAR Year Recurring CURRENT ALLOCATION ONE-OFF COST RM 88, 539, 360. 00 YEAR 2013 RM 9, 800, 000. 00 RECURRING COST RM 23, 394, 500. 00 YEAR 2014 RM 11, 800, 000. 00 TOTAL RMK 10 RM 10, 000. 00 RM 119, 922, 860. 00
Restructuring? Research Restructuring Consolidation of RAs; Merging of Co. Es; RGs, ; research niches; new research mgnt/governance structure; Academic Restructuring Re-alignment of faculties/schools; re-alignment of programmes; new academic structure New businesses, right sizing, relocating of resources Consolidation of units/roles & functions; HR audit – redeployment, right-sizing; new structure. UTMKL Restructuring Empowered governance structure; major re-engineering of work processes; improvement of internal operations Overall Impact on UTM ① Impact on overall governance structure & process flows; central structure to PTJ/Faculty structures. ② Impact on HR needs (KSA, skillsets, ratios) and HR response (culture, mindset, multitasking). ③ Impact on infrastructure and cyberinfrastructure (systems to support efficient process & effective work culture) Synergy, Efficiency, Effectiveness
Consensus | Inclusiveness | Engagement Seamless roles of various PTJ’S, units STRATEGIC THRUSTS OBJECTIVES (IMPACT) Strategic map Human capital BSC Wealth creation Impact to community LEADING IN INNOVATION AND ENTREPRENEURSHIP TOWARDS WEALTH CREATION (FOR UNIVERSAL PROSPERITY AND WELL-BEING) Menerajui inovasi dan keusahawanan ke arah penjanaan kekayaan demi kemakmuran dan kesejahteraan sejagat
Definition R&D&C UTM DNA Graduate Attributes
Global UTM 2020 Impact Global UTM 2020 Outcomes Measurable, Numbers Processes UTM with a Soul Synergy, Simplified UTM DNA Resources Lean, Optimum
fb129f43741458fe5043a8b431acf774.ppt