Wahid Omar
Bertemu mesra, berkongsi rasa, mencambah minda #2, 2015
4 February 2015 14 Rabi’ul Akhir1436 H
UTM Kuala Lumpur
UTM Monthly Engagement (Feb 2015)
#Brief Visit by HRH the Chancellor (11 January 2015) to PRZS, UTM Johor Bahru
Condolences
En. Idris IshakLecturer Faculty of Mechanical Engineering24 January 2015
Muhammad Fathi bin Mohamad Nadzir1st Year Student
Faculty of Mechanical Engineering23 January 2015
Abdel Rahman M.N. AlnajjarPhD StudentFaculty of Electrical Engineering17 January 2015
The Agenda
• New Appointment
• Special Appreciation
• Update/ Events
• UTM KAIs & CAPS 2014
• UTM Global Plan (Phase II)
• 2015 Strategic Actions/ Desired States/ Strategic Map
• Concluding remarks
Prof. Dr. Ahmad Fauzi Ismail
Deputy Vice-Chancellor (Research & Innovation)
Prof. Dr. Rose Alinda Alias
Deputy Vice-Chancellor (Academic & International)
Prof. Dr . Durrishah Idrus
Campus DirectorUTM Kuala Lumpur
Prof. Dr. Shahrin Mohamad
Senior DirectorUTM QRiM
Prof. Dr. Ali Selamat
DirectorCentre for Information and Communication Technology
(CICT)
Prof. Ir. Dr. Mohd Azraai Kasim
Managing DirectorUTM SPACE
Prof. Dr. Mohd. Azraai Kassim
Former Deputy Vice-Chancellor(Research & Innovation)
Prof. Dr. Hamdani Saidi
Former Campus Director, UTM Kuala Lumpur Thank You!
Prof. Dr. Safa’ai Deris
Former Director,Centre of Information and Communication Technology (CICT) Prof. Dr. Khairul Anuar Abdullah
Former Managing Director, UTM SPACE
Prof. Dr. Abdul Samad Hj. Ismail
Former Director, UTM QRiM
Heartfelt Appreciation !
30-31 January 2015 – UTM Johor Bahru
UTM Management Group RetreatKnow and Live Our Campus
HRH UTM Chancellor at the Raja Zarith Sofiah Library
Launching of Menara Razak,UTM Kuala Lumpur & a book ‘Projek
Pembangunan UTM di Bawah RMK-9’Launching of UTM Unmanned Aerial Vehicle (UAV)
Achievements
2nd International Conference and Roundtable on Islamic Leadership(ICRIL 2015)for Muslim Scientists, Researchers, Innovation practitioners,
Entrepreneurs, Policy makers, Educationists and institutions
ICRIL- Academic Conference – 20th April, 2015
ICRIL-Roundtable – 21-22nd April, 2015
Organised by Science Development Network Leadership Centre (SDNLC) UTM
Theme: Productivity in collaboration networks for the Digital Society
ICRIL 2014
ICRIL-Roundtable: www.utm.my/ircil
ICRIL- Academic Conference: www.utm.my/iicist
Our energy sustainability initiatives so far ...
Year Saved after tariff correction
Energy saved vs 2009 (not include RMK9
new building)
Total RM saved Total kWh saved
2010 0 RM 754,605 RM 754,605 2,207,888
2011 RM 259,972 RM 1,673,491 RM 1,673,491 4,972,428
2012 RM 878,283 RM 1,756,705 RM 2,634,988 5,225,725
2013 RM 751,681 RM 2,578,331 RM 3,330,013 7,804,048
2014 RM 1,008,520 RM 3,207,738 RM 4,216,259 9,668,124
Total RM 2,898,458 RM 9,970,872 RM12,869,331 29,878,213
RM$12,869,331
saved
29,878,213 kWh saved
Saved 21,732.69 tonne CO2 kg emissions
15% of staff
TM
List of Top 3 Cited* Malaysian Researchers* Field-weighted Citation (Global average of 1)
RU NameField-weighted
citation impactField of research
UM
Masjuki b Haji Hassan 2.92 Mechanical Engineering
Abdul Kariem Bin Hj Mohd Arof 2.03 Physic, Solid State Ionics
Mohd Ali Hashim 1.91 Chemical engineering
USM
Srimala Sreekantan 2.47 Material Science, Engineering
Lee, Keat Teong 2.18 Chemical Engineering
Zainovia Lockman 2.03 Material Science, Engineering
UPM
Mansor B. Ahmad 1.64 Chemistry
Ibrahim, Nor Azowa 1.53 polymer
Mohd Sapuan Salit 1.5 Engineering
UKM
Anuar Ishak 2.02 Mathematics
Ishak Hashim 1.89 Mathematics
Melor Md Yunus 1.75 Social Science
UTM
Mazlan Abdul Wahid 5.07 Mechanical Engineering
Zainal bin Salam 3.68 Electronic Engineering
Ahmad Fauzi Ismail 3.32 Chemical Engineering
• Field-weighted citation impact: The ratio of total citations received to the average number of citations received by all other similar publications in the data universe.
UTM
Mazlan Abdul Wahid 5.07 Mechanical Engineering
Zainal bin Salam 3.68 Electronic Engineering
Ahmad Fauzi Ismail 3.32 Chemical Engineering
LEVEL OF ACHIEVEMENT
NO. OF KEY AMAL INDICATORS
PERCENTAGE (%)
≥ 100% 28 49
95% - 99% 4 7
60% - 94% 11 19
< 60% 14 25
TOTAL 57 100
2014 UTM’S ACHIEVEMENT BASED ON BALANCED SCORECARD 57
KAIs
No. Key Amal Indicator (KAI) TargetActual
Achievement%
Achievement
1. S3.2Number of staff with entrepreneurial exposure (headcounts)
600 344 57.33
2. S3.3Number of committed job creation projects
15 0 0.00
3. S5.3 QS Asian University Rankings 60 66 25.00
4. P4.3Total number of publications in citation-indexed SCOPUS/WOS/ERA
6,500 3,222 49.57
5. P4.4Percentage of journal in Quartile 1 and Quartile 2
70% 23% 32.86
6. P4.5 Cumulative citation of publications 100,000 40,059 40.06
UTM’S ACHIEVEMENT IN THE YEAR 2014 BASED ON BALANCED SCORECARD
< 60%57KAI
No. Key Amal Indicator (KAI) TargetActual
Achievement%
Achievement
7. P4.8 Number of commercialized products 8 3 37.50
8. P4.9Number of technology know-how licensing
16 2 12.50
9. P4.11 Research grants received (million)RM150 million
RM80.02 million 53.35
10. P6.2Number of awards and recognition conferred by national and international learned and professional bodies
135 15 11.11
11. P6.3Number of staff involved in international joint research projects
150 21 14.00
12. R1.1Percentage reduction of operational expenditure
5% 1% 20.00
UTM’S ACHIEVEMENT IN THE YEAR 2014 BASED ON BALANCED SCORECARD
< 60%57KAI
No. Key Amal Indicator (KAI) TargetActual
Achievement%
Achievement
13. R2.4Gifts (money, equipment, research materials, etc.) worth ≥ RM5,000 each
RM2 million RM230,000 11.50
14. R2.5Income generated from product commercialization / technology know-how licensing
RM7 million RM1.6 million 22.86
UTM’S ACHIEVEMENT IN THE YEAR 2014 BASED ON BALANCED SCORECARD
< 60%57KAI
(D)rawing a line between strategy and execution almost guarantees failure… (A)n estimated 70% of (institutions) fail because of their inability to execute—not getting things done, being indecisive, not delivering on commitments.
Source: Johnson. A. M. (2013). Improving your research management: A guide for senior university research managers.
Amsterdam: Elsevier.
Excellence in Learning & Teaching1
Excellence in Research, Innovation and Commercialisation
Sustainable Campus, Infrastructure, Information and Communications Technology (ICT) System, and Community Engagement & Industrial Network
Total Campus Experience
High Performance Delivery
Financial Sustainability
Global Reputation
2
3
4
5
6
7
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: UTM)
KAI UTM 2015-2017 & 2020
Bil. Key Amal Indicator (KAI)
Sasaran
2015 2016 2017 2020
1. S1.1Peratusan graduan yang mendapat pekerjaan
dalam tempoh 6 bulan82% 83% 84% 85%
2. S1.2Kadar skor penilaian UTM Graduate Student
Attributes (GSA)*7.0 7.5 8.0 9.0
3. S2.1Bilangan peserta yang mengikuti program
pembelajaran sepanjang hayat*8500 9000 9500 11000
4. S3.1Bilangan Pusat Kecemerlangan Pengajian Tinggi
(HICoE) dan setara2 3 4 7
5. S3.2 Bilangan produk baharu yang dikomersialkan 8 9 9 10
6. S3.3
Jumlah pendapatan dari aktiviti
pengkomersialan/perlesenan teknologi dan
pengetahuan
RM7 juta RM9 jutaRM10
juta
RM15
juta
7. S4.1Peratusan mahasiswa yang terlibat dengan projek
keusahawanan*15% 25% 35% 50%
25
Sumber rujukan: Pelan Global UTM 2012-2020 (Fasa II: 2015-2017)
26
Bil. Key Amal Indicator (KAI)
Sasaran
2015 2016 2017 2020
8. S4.2 Bilangan projek keusahawanan yang dilaksanakan* 80 100 120 200
9. S5.1 UI GreenMetric World University Ranking* 95 90 85 80
10. S5.2Sistem Penilaian Kampus Rendah Karbon mengikut
penilaian Low Carbon Cities Framework (LCCF)*BP2 BP3 BP4 BP5
11. S6.1Kedudukan UTM berdasarkan QS World University
Rankings dalam bidang Kejuruteraan & Teknologi100 80 70 50
12. S7.1 Bilangan projek komuniti berimpak tinggi 30 35 40 60
13. P1.1Peratusan program pengajian yang melibatkan input
industri*70% 75% 80% 100%
14. P1.2Bilangan kursus yang melaksanakan pendekatan
Inovasi Pembelajaran Akademia Baharu (NALI)*1000 1300 1600 2500
27
Bil. Key Amal Indicator (KAI)
Sasaran
2015 2016 2017 2020
15. P2.1Peratusan mahasiswa pascasiswazah daripada
jumlah mahasiswa Universiti55% 56% 57% 60%
16. P2.2Peratusan mahasiswa PhD bergraduat dalam
tempoh masa yang ditetapkan (GOT)35% 40% 45% 60%
17. P3.1Peratusan staf akademik yang terlibat sebagai
penyelidik utama geran penyelidikan80% 85% 85% 90%
18. P3.2Jumlah peruntukan yang diluluskan bagi projek
penyelidikan baharu
RM170
juta
RM180
juta
RM180
juta
RM200
juta
19. P3.3
Bilangan penerbitan di dalam jurnal yang diindeks
di SCOPUS/Web of Science (WOS)/Excellence in
Research for Australia (ERA)
6,500 7,000 7,000 8,000
20. P4.1 Bilangan projek baharu berasaskan industri* 30 50 80 100
21. P4.2Jumlah geran/dana yang diterima untuk Projek
Libat Sama Komuniti (CBPR)
RM2.5
jutaRM3 juta
RM3.5
jutaRM5 juta
28
Bil. Key Amal Indicator (KAI)
Sasaran
2015 2016 2017 2020
22. P5.1Peratusan mahasiswa yang terlibat dalam
program transformasi*10% 12% 15% 20%
23. P5.2Bilangan program transformasi mahasiswa
yang dilaksanakan*500 520 550 600
24. P5.3Indeks Kepuasan Mahasiswa terhadap Program
Transformasi Mahasiswa (Skala 1-5)*3.5 4 4.5 5
25. P6.1 Indeks Kepuasan Pelanggan 83% 85% 87% 90%
26. L1.1 Indeks Kompetensi Staf (Skala 1-5) 4.5 4.5 4.5 4.5
27. L1.2
Peratusan staf yang memperolehi mata
minimum bagi program Pembangunan
Profesional Berterusan (Continuing Professional
Development, CPD)
80% 85% 90% 100%
Bil. Key Amal Indicator (KAI)
Sasaran
2015 2016 2017 2020
28. L2.1Bilangan makmal yang diiktiraf (cumulative
accredited lab)5 6 7 10
29. L2.2Peratusan pertambahan kandungan digital
perpustakaan17% 20% 30% 50%
30. L2.3 Peratusan pencapaian piawaian ICT* 94% 96% 97% 98%
31. L3.1Peratusan Indeks Kepuasan terhadap Persekitaran
Kerja95% 97% 98% 98%
32. F1.1 Peratusan defisit bagi kos operasi Universiti* -4% -3% -2% 0%
33. F2.1
Pendapatan dalaman yang dijana daripada
Program/Aktiviti Berasaskan Perkhidmatan
Akademik*
RM145
juta
RM190
juta
RM240
juta
RM300
juta
30
Bil. Key Amal Indicator (KAI)
Sasaran
2015 2016 2017 2020
34. F2.2 Endowmen (kumulatif)RM80
juta
RM90
juta
RM100
juta
RM150
juta
35. F2.3 Sumbangan entiti perniagaan* RM3 juta RM7 jutaRM12
juta
RM40
juta
36. F3.1Pendapatan yang dijana daripada aktiviti unlocking
of assets*
RM20
juta
RM40
juta
RM70
juta
RM100
juta
*KAI baharu.
PEMETAAN KAI 2015 MENGIKUT GLOSARI MyRA II, QS WORLD UNIVERSITY RANKINGS DAN
LONJAKAN PELAN PEMBANGUNAN PENDIDIKAN MALAYSIA (PPPM) PENGAJIAN TINGGI(PT)
Strategic Objective (SO) Key Amal Indicator (KAI) MyRA IIQS World University Rankings
Shift PPPM (PT)
STAKEHOLDER PERSPECTIVE
S1: Meningkatkan KebolehpasaranGraduan ke Tahap Global melaluiPemerkasaan TradisiKeintelektualan dan MindaKeusahawanan
S1.1Peratusan graduan yang mendapat pekerjaan dalam tempohenam bulan
S1.2 Kadar skor penilaian UTM Graduate Student Attributes (GSA)*
S2: Membudaya PembelajaranSepanjang Hayat
S2.1Bilangan peserta yang mengikuti program pembelajaransepanjang hayat*
S3: Menyediakan Produk dan Perkhidmatan yang Memenuhi Kehendak Pasaran
S3.1 Bilangan Pusat Kecemerlangan Pengajian Tinggi (HICoE) dan setara
S3.2 Bilangan produk baharu yang dikomersialkan
S3.3Jumlah pendapatan dari aktiviti pengkomersialan/perlesenan teknologi dan pengetahuan
S4: Memperkasakan Ekosistem Keusahawanan
S4.1 Peratusan mahasiswa yang terlibat dengan projek keusahawanan*
S4.2 Bilangan projek keusahawanan yang dilaksanakan*
S5: Merealisasikan UTM sebagai Kampus Lestari
S5.1 UI GreenMetric World University Ranking*
S5.2Sistem Penilaian Kampus Rendah Karbon mengikut penilaian Low Carbon Cities Framework (LCCF)*
S6: Meningkatkan Reputasi UTM di Persada Antarabangsa
S6.1Kedudukan UTM berdasarkan QS World University Rankings dalam bidang Kejuruteraan & Teknologi
S7: Sumbangan Berimpak Tinggi kepada Masyarakat
S7.1 Bilangan projek komuniti berimpak tinggi
INTERNAL PROCESS PERSPECTIVE
P1: Mereka Bentuk dan Melaksana Kurikulum berdasarkan Inovasi Pembelajaran Akademia Baharu
P1.1 Peratusan program pengajian yang melibatkan input industri*
P1.2Bilangan kursus yang melaksanakan pendekatan InovasiPembelajaran Akademia Baharu (NALI)*
P2: Meneraju Graduate-Focused University
P2.1Peratusan mahasiswa pascasiswazah daripada jumlah mahasiswa Universiti
P2.2Peratusan mahasiswa PhD bergraduat dalam tempoh masa yang ditetapkan (GOT)
P3: Menghasilkan Kepimpinan danSumbangan yang Cemerlang dalamPenyelidikan, Inovasi danPengkomersialan
P3.1Peratusan staf akademik yang terlibat sebagai penyelidik utama geran penyelidikan
P3.2Jumlah peruntukan yang diluluskan bagi projek penyelidikan baharu
P3.3Bilangan penerbitan di dalam jurnal yang diindeks di SCOPUS/Web of Science (WOS)/Excellence in Research for Australia (ERA)
P4: Meningkatkan Impak Jaringan yang Kukuh di Peringkat Kebangsaan dan Antarabangsa
P4.1 Bilangan projek baharu berasaskan industri*
P4.2Jumlah geran/dana yang diterima untuk Projek Libat Sama Komuniti (CBPR)
P5: Memperkasakan Program Transformasi Mahasiswa
P5.1 Peratusan mahasiswa yang terlibat dalam program transformasi*
P5.2 Bilangan program transformasi mahasiswa yang dilaksanakan*
P5.3Indeks Kepuasan Mahasiswa terhadap Program Transformasi Mahasiswa (Skala 1-5)*
P6: Membudayakan PenyampaianBerprestasi Tinggi
P6.1 Indeks Kepuasan Pelanggan
LEARNING AND GROWTH PERSPECTIVE
L1: Memastikan StafBerketrampilan dengan NilaiHolistik
L1.1 Indeks Kompetensi Staf (Skala 1-5)
L1.2Peratusan staf yang memperolehi mata minimum bagi program Pembangunan Profesional Berterusan (Continuing Professional Development, CPD)*
L2: Memperkasakan Aset Pengetahuan dan Teknologi
L2.1 Bilangan makmal yang diiktiraf (cumulative accredited lab)
L2.2 Peratusan pertambahan kandungan digital perpustakaan
L2.3 Peratusan pencapaian piawaian ICT*
L3: Menyediakan Persekitaran yang Kondusif
L3.1 Peratusan Indeks Kepuasan terhadap Persekitaran Kerja
FINANCIAL PERSPECTIVE
F1: Mengamalkan Pengurusan Kewangan Berhemah
F1.1 Peratusan defisit bagi kos operasi Universiti*
F2: Meningkatkan Kepelbagaian Sumber Penjanaan Pendapatan
F2.1Pendapatan dalaman yang dijana daripada program/aktiviti berasaskan perkhidmatan akademik*
F2.2 Endowmen (kumulatif)
F2.3 Sumbangan entiti perniagaan*
F3: Melaksanakan Usaha untuk Unlocking of Asset
F3.1 Pendapatan yang dijana daripada aktiviti unlocking of assets*
Strategic ActionsSpecific Programmes Description
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 Description
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
Specific Programmes Descriptions
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
Specific Programmes Description
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
Specific Programmes Description
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
Specific Programmes Description
ICT and Systems • ICT upgrading and capability to support efficient and effective delivery
• Paperless and online system
2016 Prime Minister’s Innovation Award
• Shift in thinking paradigm in triggering creative and innovative ideas towards generating ideas with significant and impactful outcomes
Restructuring of Research and Academic Structure
• In phases
UTM KL • Continue with UTM KL Transformation
• engagement with Johor State
Strategic Actions
•Academic
•Communication
•Respect
Ethics, Integrity & Wisdom
• Amanah (trustworthiness)
• Hikmah (wisdom)
• Ihsan (perfection or excellence)
ASPIRASI & HARAPAN
i. UTM sebagai sebuah institusi ilmu dan pendidikan berperanan sebagai komponen yang sangat penting untuk kemajuan dan kemakmuran negara.
ii. Ahli akademik perlu meningkatkan penghayatan terhadap Akademia Baru dan Jiwa Akademia, meliputi ilmu pendidikan, pembentukan kendiri mahasiswa, kesarjanaan dan penulisan berkualiti.
iii. Peranan staf PPP sebagai komponen penting dalam ekosistem kampus.iv. Sinergi sama antara PTJ dan individu penting dalam membina rantaian
ekosistem yang meningkatkan kualiti mahasiswa. v. UTM sebagai institusi penyebaran ilmu adalah pemangkin kepada
perubahan kendiri, keluarga dan masyarakat.vi. Libat sama UTM dan komuniti berhampiran kampus dan masyarakat
Negeri Johor perlu dipertingkatkan.vii. Setiap staf UTM perlu memikul amanah yang dipertanggugjawabkan oleh
kerajaan dan rakyat Malaysia.
Appreciation:
En Ahmad HilmanDr NarinaAnd all those who have contributed