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[email protected] Empowered Governance for HE Malaysia
Mesyuarat Pemeriksaan Bajet IPTA 2014
1
Empowered Governance Enhancing Innovation and Creativity for Global Prominance
ZAINI UJANG Ministry of Education, Malaysia [email protected]
Empowered Governance of Higher Education
Kuala Lumpur, 26 August 2014
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References
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Updates Strategy Structure Culture
SKILLS, CULTURES
● Collegial
● Managerial
● Developmental
● Negotiating
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Cadangan Dasar Pengkorporatan IPTA 1997
● Konsep: Fleksibiliti kepada IPTA mengurus dan mentadbir universiti tanpa
kawalan terus agensi pusat
Tugas dan peranan agensi berkaitan diambil alih oleh MPTN sebagai badan utama penentu dasar pengajian tinggi
IPTA boleh memperolehi pendapatan dari sumber lebih luas
● Kompone pengkorporatan: Sistem governan: Majlis universiti digantikan dengan LPU
Sistem pembiayaan dan pengurusan kewangan: Pergantungan IPTA kepada peruntukan Kerajaan dikurangkan
Pengurusan sumber manusia: IPTA mempunyai sistem saraan sendiri mengikut garis panduan yang ditentukan oleh MPTN
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of total
amongst the highest in the world
21% government expenditure is on education,
5
Malaysian annual budget
(16% basic education, 5% higher education)
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RMK11: Prioritize key strategic areas by potential impact on capital & people economies
Impact on
Capital Economy
Impact on People Economy
HIGH
HIGH
Third Priority
Second Priority
LOW
KEY CRITERIA 1. High direct effects in both capital and people economies (e.g. entrepreneurship) 2. Strong indirect, multiplier effects across capital and people economies (e.g. upskilling) 3. Benefits flow between capital and people economies in the short and medium terms
First Priority
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Impact on People
Economy
Impact on Capital
Economy
Priority 1
Hig
h
High
Low
Low
Priority 2
Priority 3
Planning, Projects / Initiatives must meet these two (2) criteria: 1. Priority 1 Quadrant 2. High Creativity Index
Creativity Index =
Impact
Cost
RMK11: Creativity Index
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Academic pathway
MOE TVET providers pathways
Other skills training providers
5
CURRENT EDUCATION PATHWAYS IN MOE
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Low Value
High Value
Strategy Canvas for Malaysia Higher Education
Singapore
Malaysia-As Is
Malaysia To Be
Eliminate or Reduce
Create Raise
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Eliminate
Reduce
Raise/Increase
Create
• Government as the main paymaster (Financial Sustainability)
• Private versus public HEIs (HEI Malaysia)
• Duplication and inefficiency
• Tropical themes (HE Excellence and Global Prominence)
• Academia industry intensification (Holistic Entrepreneurial and Balanced Graduates)
• South-South Cooperation Focus (Global Prominence)
• Talent with First Class Mentality and Values
• Quality and reputation (HE Excellence & Global Prominence)
• International students (Global Prominence)
• Autonomy (Empowered Governance)
• R&D Input (Innovation Ecosystem)
• R&D Output (HE Excellence)
• Cost for student: value for money (Global Prominence; Financial Sustainability)
THE ERRC GRID FOR MALAYSIA HIGHER EDUCATION
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DEVELOPMENT OF MEB (HE) FRAMEWORK
Increased Quality of Life
Wealth Creation
Solution Providers
Empowered
Governanc
e 5 Financial
Sustainability 6
HE
Excellence 2 Holistic Entrepreneurial
and Balanced Graduates 1
Innovation
Ecosystem 7 Transformed
HE Delivery 8
Nation of Lifelong
Learners 3 Quality TVET
Graduates 4
Global
Prominence 9 Globalised Online
Learning 10
Talent With First Class Mentality and Values
PSPTN 7 THRUSTS
Process-Focus
10 BIG IDEAS
Outcome-Base
SCENARIOS
Input (Why)
1 2 5 3 4 6
Widening Access and
Equity
Improving Teaching &
Learning
Enhancing Research & Innovation
Strengthening Higher
Education Institutions
Intensifying Internationa-
lisation
Enculturation of Lifelong Learning
7
Reinforcing Delivery System
GOAL
• Access & Equity • Resources & Financial Constraint • Global Stature • Independence and Accountability • Demand for Global HE • Leverage on Previous Achievements
• Global Education Hub & Talents • Non-Traditional Education
Providers • Government Policies Introduced
after 2007 • Balanced Graduates & Job
Creators
• Emerging Technology in Learning and Teaching
• Private And Non-Governmental Involvement
• TVET, Research & Lifelong Learning Cultures
• Mobility of Talent • Merger of Ministries
People Economy
Cap
ital
Eco
no
my
Priority 1 (P1)
P2
P3
RMKe-11
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Talent with First Class Mentality
and Values
Global
Prominence
10
Financial
Sustainability
2 HE
Excellence
3 Globalised Online
Learning
Innovation
Ecosystem 5 Empowered
Governance
1 Holistic Entrepreneurial
and Balanced
Graduates
4
7
Transformed HE
Delivery
6
Nation of Lifelong
Learners
8
Quality TVET
Graduates
9
MEB (HE) STRATEGIC FRAMEWORK
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Table of Contents Part I – Basics
1. Pressures for Fundamental Reform: Creating a Viable Academic Future
2. Requisites for Sustainable Institutional Change
Part II - Leadership
3. Leadership and Change
4. Mission and Vision Statements: An Essential First Step
5. Moving Mountains: Institutional Culture and Transformational Change
6. Building on Style for More Effective Relationships and Results
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Challenges, Issues and Future Scenario From Stakeholder Engagements and PSPTN Review Report
● Getting Malaysian HE to achieve excellence and global recognition
● Greater autonomy and transperancy in university governance
● There are some central rules and regulations that slow down decision-making processes
● Conflicting views between Boards and Executives
● Accountability – Executive to the Boards, and the Board to?
● Academic governance vs Administrative Governance?
● University to chart out its own directions for excellence
MOE - CONFIDENTIAL 15
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OBJECTIVES
To have an empowered and
accountable Board of Directors
and Executive Body to sustain
excellence
KEY STRATEGIES
Capabilities
• Criteria set in place to select the best
candidates for both Board members
and Executive Body
Roles and Functions
• Clear understanding of roles, functions,
responsibilities, practices and
processes
Trust
• Each entity knows the demarcation of
power and duty between the two
16 MOE - CONFIDENTIAL
Empowered governance
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1. Review the CUGG and develop the
Malaysia University Code of
Governance
2. Establish University Oversight
Committee
3. Review adoption of circular from
central agencies
4. Redefine roles and responsibilities
of the Board and the Top
Management
5. Develop visionary, inclusive and
transformative leadership
6. Develop Skim Saraan Universiti
(SSU) – University Remuneration
Scheme
Trust
Capabilities Roles & Functions
Empowered Governance
17 MOE - CONFIDENTIAL
Key Strategies
Strategic Intiatives
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Objectives
● RESOLUTION Economic Council Meeting on PTPTN (14 Oct)
● RESOLUTION YAB Minister of Education meeting with Vice-Chancellor
● SUGGESTION Pelan Strategik Pendidikan Tinggi Negara
● To reduce the possibility of PTPTN’s debt accumulation up to RM90 billion by 2030
● SUGGESTION Tuition fees for Undergraduates to be maintained up to 2020
● SUGGESTION Tuition fees for Undergraduates to be partly covered by University Endowment
● SUGGESTION Tuition fees for Postgraduate should be increased gradually
Preparation For Eleventh Malaysia Plan
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Objectives
● RESOLUTION Economic Council Meeting on PTPTN
● RESOLUTION YAB Minister of Education meeting with Vice-Chancellor
● SUGGESTION Pelan Strategik Pendidikan Tinggi Negara
● Understanding the nature of the present financial management and planning of IPTA
● Develop a new financial sustainability framework for IPTA Malaysia
● To work on a 7-year-financial planning (2014-2020)
● To prepare for 2014-2020 financial sustainability framework
Preparation For Eleventh Malaysia Plan
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University financial models
Government grants
Government grants
Internal revenue
Government grants Government grants
Internal revenue
Endowment
Endowment
Government grants
Internal revenue
Endowment
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University financial models
Endowment
Operating
Internal revenue
PRIVATE HEI PUBLIC HEI
Land Land
Infrastructure Infrastructure
Cash donation Cash donation
Rentals Rentals
Advisory Advisory
Government grants Tuition fees
Tuition fees Research grants
Research grants
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http://www.hbs.edu/annualreport/2012/financials/index.html
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http://www.finance.umich.edu/reports/2012/
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http://www.finance.umich.edu/reports/2012/
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http://www.ntu.edu.sg/AboutNTU/Documents/NTU_Financial_Statements_Yr_ended_31_Mar_09.pdf
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UTM endowment 2010-2025
2010 2011 2012 2013 2014 2015 2018 2020 2025
REVENUES
Contributions 3.5 9.9 20 30 50 65 120 200 400
Projects - 10 19.5 19 27 30 250 350 600
Investment - 0.1 0.5 1 3 5 30 50 100
ACCUMULATION 3.5 20 40 50 80 100 400 600 1,100
EXPENSES
Scholarship - 1 1.5 5 8 10 25 30 80
Endowment Chair - 1 3 3 5 6 15 20 70
Special projects - 1 1.5 2 2 4 25 50 200
TOTAL EXPENSES - 3 6 10 15 20 65 100 350
ENDOWMENT FUND 3.5 17 34 40 65 80 335 500 750
2010 2011 2012 2013 2014 2015 2018 2020 2025
REVENUES
Contributions 3.5 9.9 20 30 50 65 120 200 400
Projects - 10 19.5 19 27 30 250 350 600
Investment - 0.1 0.5 1 3 5 30 50 100
ACCUMULATION 3.5 20 40 50 80 100 400 600 1,100
EXPENSES
Scholarship - 1 1.5 5 8 10 25 30 80
Endowment Chair - 1 3 3 5 6 15 20 70
Special projects - 1 1.5 2 2 4 25 50 200
TOTAL EXPENSES - 3 6 10 15 20 65 100 350
TOTAL FUND 3.5 17 34 40 65 80 335 500 750
33.6
31.9 50
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UTM 2030
Global Brand Global Top 50 Financial Independence
UTM revenues for operating budget
2012 2030
Government grants 80% 30%
Endowment <1% 10%
Internal funding 19% 60%
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UTM Financial Sustainability, operating budget (RM million)
2012 2013 2020 2025 2030
Operating grants 518 486 ++ 1000 1500 2000
Research University grants 80 100 100 200 300
UTM internal revenues - Tuition fees - Rentals - UTM Holdings - SPACE
69 70 400 1000 2000
Tabung UTM - Hostels
30 43 400 1000 2000
Endowment 3.6 30 100 500 1000
TOTAL 701 729 2000 4200 7300
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financial sustainability
Strategic inititives ● Leverage on accommodation facilities (eg. 30 to 40%)
o Improve hostel
o Upgrade Rumah Universiti / Scholar’s Inn
o Campus Eco-Tourism
● Three-tier-tuition fees (e.g. 20 to 30%) o Tier 1 (as it is now)
o Tier 2 (fee + Global Outreach Program)
o Tier 3 (fee + Global Outreach Program + plus-plus)
● Cross-subsidy with Endowment Fund (10 to 20%) o Tuition fee (real cost) - Endowment Scholarship
o Eg: RM10k – RM7k = RM3k
● Publications and rentals etc. (10 to 20%) o Online materials
o Rentals of land for commercial purposes, agricultural etc.
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Prof. Ahmed Zewail
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Dari Abu Hurairah r.a., bahawasanya Rasulullah SAW telah bersabda: “Barang siapa menempuh suatu jalan untuk mencari ilmu, maka Allah akan mempermudahkan baginya jalan menuju ke syurga”.
Hadis Riwayat: Muslim
Hadis Kelebihan Menuntut Ilmu