komitmen berterusan. - ump.edu.my17 februari 2016... · institusi pendidikan tinggi berorientasikan...

73

Upload: vomien

Post on 22-Mar-2019

215 views

Category:

Documents


0 download

TRANSCRIPT

KOMITMEN BERTERUSAN.

Continuous Commitment.

Tahun 2016 mencabar warga kerja UMP untuk terus berkhidmat

cemerlang bagi mengupayakan sistem penyampaian yang terbilang.

2016 challenges all UMP associates to serve excellently towards enabling an

outstanding delivery system for our clients and stakeholders.

Semester II

2015/2016…

Selamat kembali para mahasiswa! Welcome back dear students!

KEGEMILANGAN. SASARAN STRATEGIK KITA.

Glory. Our Strategic Target.

Kombinasi komitmen dan kesedaran dalam kalangan warga kerja dan

mahasiswa akan memberi impak besar dalam konteks kemenjadian UMP

pada tahun 2020 kelak.

The combination of high commitment and deep realization among UMPians,

both associates and students is significantly impactful in actualizing

our aspired state of existence in 2020.

33 KPI

33% (4 KPI)

67% (8 KPI)

33% (4 KPI)

23% (3 KPI)

12 KPI 12 KPI 11 KPI 12 KPI 12 KPI

PE

LA

N S

TR

AT

EG

IK

UM

P

PE

LA

N S

TR

AT

EG

IK

PE

NG

AJIA

N T

ING

GI

NE

GA

RA

(P

SP

TN

)

2011 2012 2013 2014 2015

PENCAPAIAN PELAN STRATEGIK & PSPTN (SEHINGGA 31 DISEMBER 2015)

33 KPI 49 KPI 58 KPI 31 KPI

47% (23KPI)

29% (14 KPI)

24% (12 KPI)

72% (42 KPI)

12% (7 KPI)

16% (9 KPI)

64% (20 KPI)

23% (7 KPI)

13% (4 KPI)

91% (30 KPI)

9% (3 KPI)

97% (32 KPI)

3% (1 KPI)

100% (12KPI)

100% (12KPI)

67% (8KPI)

75% (9KPI)

KRA 1: Kebolehpasaran Graduan

(6 bulan selepas bergraduat)

(Capai 75% / Sasar 80%)

KRA 2: Penjimatan Kos

(Capai 1.15% / Sasar1.5%)

KRA 3: Sijil Perakuan Profesional

(Capai 70% / Sasar 100%)

KRA 4: Indek Kepuasan Staf

(Capai 66% / Sasar 90%)

CAP: Kebolehpasaran Graduan

(Peratus siswazah yang mendapat

pekerjaan semasa konvokesyen)

(Capai 72%/ Sasar 80%)

33 KPI

33% (4 KPI)

67% (8 KPI)

33% (4 KPI)

23% (3 KPI)

12 KPI 12 KPI 11 KPI 12 KPI 12 KPI

UM

P S

TR

AT

EG

IC P

LA

N

2011-2

01

5

NA

TIO

NA

L H

IGH

ER

ED

UC

AT

ION

ST

RA

TE

GIC

PL

AN

(P

SP

TN

)

2011 2012 2013 2014 2015

OUR ACHIEVEMENT – STRATEGIC PLAN & PSPTN (AS AT 31 DECEMBER 2015)

33 KPI 49 KPI 58 KPI 31 KPI

47% (23KPI)

29% (14 KPI)

24% (12 KPI)

72% (42 KPI)

12% (7 KPI)

16% (9 KPI)

64% (20 KPI)

23% (7 KPI)

13% (4 KPI)

91% (30 KPI)

9% (3 KPI)

97% (32 KPI)

3% (1 KPI)

100% (12KPI)

100% (12KPI)

67% (8KPI)

75% (9KPI)

KRA 1: Graduate Employability

(6 months after graduation)

(Achieve 75% / Target 80%)

KRA 2: Cost Economization)

(Achieve 1.15% / Target %)

KRA 3: Professional Certification

(Achieve 70% / Target 100%)

KRA 4: Employee Satisfaction Index

(Achieve 66% / Target 90%)

CAP: Graduate Employability

(Percentange of employed graduates

during Convocation)

(Achieve 72%/ Target 80%)

11.08.2015 STATUS AUTONOMI.

CABARAN, BUKAN KEISTIMEWAAN.

Autonomous Status. A Challenge, Ain’t Privilege.

Skop Autonomi UMP Autonomous Scope for UMP

TADBIR URUS INSTITUSI

Institutional Governance

TADBIR URUS

KEWANGAN

Financial Governance

TADBIR URUS

SUMBER MANUSIA

Human Resource Governance TADBIR URUS AKADEMIK

Academic Governance

KEJAYAAN UMP 2015.

Our 2015 Feat.

Terima kasih semua!

Thank you all UMPians!

“Perihal garapan usaha secara terancang, terarah dan

terstruktur dalam ekosistem strategik dalam menentukan

untung nasib UMP pada masa muka.”

“The state of putting our effort in a well-planned,

well-directed and well-structured way within a strategic ecosystem

towards the intended destiny for UMP.”

PELAN STRATEGIK UMP 2016-2020.

UMP Strategic Plan 2016-2020.

Rangkaian usaha warga UMP untuk menggarap

Takdir yang menguntungkan bagi Universiti ini.

The collective efforts of UMPians in designing

a rewarding destiny for this University.

“Sesungguhnya Allah tidak mengubah apa yang ada pada

sesuatu kaum sehingga mereka mengubah apa yang ada

pada diri mereka sendiri.”

“Verily! Allâh will not change the good condition

of a people as long as they do not change their state

of goodness themselves”

(Al-Qur’an, Surah ar-Ra’d: 11)

MANUSIA MERANCANG, TUHAN MENENTUKAN. Man proposes, God disposes.

PULANGAN MENGUNTUNGKAN.

Fruitful returns.

Rekabentuk strategik ke arah 2020

tersebut turut menghasratkan

nilai tambah reputasi, jenama dan

kepercayaan umum terhadap UMP

serta kesejahteraan warga

Universiti ini.

The strategic design towards 2020

Also looks at the value-adding prospects to UMP’s

reputation, brand and public reception

in addition to the enhancement of the well-being

of UMP community.

MGPWPA Malaysia Government Portal &

Website Assessment

WEBOMETRICS

QS ASIA

THES Times Higher Education

UI GREENMETRICS

Rankings

14

Meletakkan Asas

Universiti

Teknikal Foundation of a Technical

University

Memperkukuh

Asas, Menjana

Kecemerlangan Strengthening Foundation,

Generating Excellence

Universiti

Teknologi

Pilihan Utama First Choice Technological

University

Menjana

Kegemilangan Generating Glory

Universiti Teknologi Terunggul

A Distinguished Technological University

Tagline:

Memasyarakatkan

Teknologi Communitising Technology

PPPM

(PT)

10 LONJAKAN

MyRA

MyMoheS

2002-2007 2008-2010 2011-2015 2016-2020

DATA

SETARA

EMPAT FASA PERKEMBANGAN UMP

Four Phases of UMP’s Growth

Meletakkan Asas Universiti Teknikal Foundation of a Technical University

Memperkukuh Asas, Menjana Kecemerlangan Strengthening Foundation, Generating Excellence

Universiti Teknologi Pilihan Utama First Choice Technological University

2016

2020 Menjana Kegemilangan

Generating Glory

2011

2015

2008

2010

2002

2007

Institusi Pendidikan Tinggi

berorientasikan teknologi

bertaraf dunia.

World-class technological oriented

Higher Education Institution.

UMP PASCA 2020 UMP Beyond 2020

Tanpa bantuan teknikal dan kerjasama para krew,

pelayaran sebuah kapal yang tercanggih turut berisiko mengalami

kegagalan, walaupun sistem enjinnya berfungsi dengan baik.

With no technical assistance nor support from the crews,

the voyage of even the most sophisticated ship with good running engines

would face the risk of failure.

Menavigasi UMP. Navigating UMP.

REFLEKSI SILAM.

Looking Back.

Menziarahi semula laluan UMP selama ini

bagi memastikan bahawa UMP

sememangnya berada pada landasan

persediaan yang betul ke arah kejayaan.

Revisiting our strategic path to ensure

that UMP stands on the right

trajectory towards success.

8

Membina UMP Building UMP

Lapan tema yang mendasari Amanat Tahunan Naib Canselor

sejak tahun 2009 adalah ibarat batu bata

binaan yang mengukuhkan lagi asas UMP.

Just like building bricks, the theme for each

Vice-Chancellor’s State of University

Address since 2009 further solidifies

the foundation of UMP.

2009

Keperluan untuk menekuni hakikat kewujudan

UMP sebagai sebuah universiti teknikal.

The need to really embrace the reality of UMP’s existence

as a technical university.

ENGINEERING, TECHNOLOGY, CREATIVITY Memaknakannya Kepada Sebuah Universiti Berfokus

Actualising A Focussed University

2010

Keperluan untuk menekuni prospek kecemerlangan UMP

dalam jangka masa panjang secara strategik dan terarah.

The need to embrace the prospects of UMP’s long term excellence

within a well-directed strategic framework.

MEMBANGUN UNIVERSITI

BAGI KEUNGGULAN LESTARI Nurturing The University

Towards A Sustainable Excellence

2011

Keperluan untuk menekuni acuan tabiat, sikap

dan persediaan khusus dalam perjalanan strategik UMP.

The need to embrace the right coordinate of habit, attitude

and special preparation in paving UMP’s strategic pathway.

KE ARAH UNIVERSITI PILIHAN UTAMA:

TRANSFORMASI, MIGRASI DAN PENJAJARAN Towards A First Choice University:

Transformation, Migration and Positioning

2012

Keperluan untuk menekuni kepelbagaian persona

warga UMP untuk dimanfaatkan secara optimum

ke arah pengupayaan inovasi.

The need to embrace the multidimensional aspects of UMPians’ persona

to the maximum to enable a healthy innovative ecosystem.

INOVASI BERDISIPLIN SEPANJANG MIGRASI Disciplined Innovation Throughout The Migration

2013

Keperluan untuk menekuni keupayaan semasa secara realistik

dengan melihat pelbagai aspek asas yang praktikal berbanding

keyakinan yang keterlaluan.

The need to embrace our current capacity in a more realistic way

by considering various fundamental aspects as opposed

to being over-confident.

MENUJU KECEMERLANGAN:

KEMBALI KEPADA ASAS Towards Excellence: Back To Basics

2014

Keperluan untuk menekuni prinsip asas tadbir urus UMP

bagi mengekalkan orientasi prestasinya.

The need to embrace the fundamental principle of UMP’s governance

to maintain the right orientation of its performance.

BERASASKAN NILAI, BERFOKUSKAN STRATEGI

DAN BERPANDUKAN PRESTASI Values-based, Strategy-focused and Performance-driven.

2015

Keperluan untuk menekuni dimensi kekuatan UMP untuk

muncul unik dalam kelasnya dengan jenama

dan prestij tersendiri.

The need to embrace the dimension of UMP’s capability to stand unique

in its class with distinctive brand and prestige.

BERANI BERBEZA, MEMAKNAKAN AUTONOMI Dare To Differ, Actualizing Autonomy

SALING KAITAN DAN KESINAMBUNGAN Connectivity and Continuity

Bayangan masa depan UMP telah pun digarap melalui tujuh

Amanat Tahunan Naib Canselor sejak 2009. Apa yang penting kini ialah

penterjemahan gagasan dan pelaksanaan kata-kata.

Since 2009. the Vice-Chancellor’s State of the University Addresses have

outlined the desired strategic destiny for UMP.

What really matters now is the execution of actions.

VISI KITA Our Vision

PELAN STRATEGIK UMP 2016-2020 UMP Strategic Plan 2016-2020

PEMBENTUKAN PELAN STRATEGIK UMP 2016-2020

Formulating UMP Strategic Plan 2016-2020

Sumbangsaran semua Ketua Pusat Tanggungjawab

Brain-picking with all Heads of Departments

Taklimat Pelaksanaan Pembentukan oleh Naib Canselor

Formulation Briefing by the Vice-Chancellor

Bengkel Troopers dan Penyelia bersama Konsultan

Workshop for Troopers and Supervisors with the Project Consultant

Bengkel ‘Strategic Moves’ bersama Ketua Pusat Tanggungjawab

Strategic Moves Workshop with Heads of Departments

Bengkel Penetapan KPI bersama Ketua Pusat Tanggungjawab

KPI Finalization Workshop with Heads of Departments

Pembentangan Konsultan kepada JK Pengurusan Universiti

Project Consultant’s Briefing to the University Management Committee

Bengkel Pemurnian Strategik

Strategic Finetuning Workshop

Bengkel Pembentukan bersama Lembaga Pengarah Universiti

Formulation Workshop with the University Board of Directors

Bicara Naib Canselor: Pelan Strategik UMP 2016-2020

Vice-Chancellor’s Briefing: UMP Strategic Plan 2016-2020

13.09.2015

08.10.2015

21-22, 27-29.10.2015

01-03.12. 2015

12.01.2016

13.10.2016

18-19.01.2016

22-24.01.2016

02.02.2016

Rekabentuk Agung UMP The Grand Design of UMP

GARIS MASA 2002-2020

2002-2020 Timeline

MENJANA KEGEMILANGAN MENJELANG 2020

To Generate Glory by 2020

PERSEDIAAN SIKAP YANG KHUSUS

Special Behavioural Preparations

MODIFIKASI PERNYATAAN VISI DAN MISI

Modification of Vision and Mission Statements

VISI KITA Our Vision

Hala tuju kita Our way forward

VISI KITA Our Vision

“UNIVERSITI TEKNOLOGI

TERUNGGUL”

(“Distinguished Technological University”)

MISI KITA Our Mission

“Kami menyediakan pendidikan, penyelidikan

dan perkhidmatan bertaraf dunia dalam

ekosistem kejuruteraan dan teknologi kreatif

dan inovatif yang memaksimumkan potensi

insan untuk manfaat masyarakat”.

“We provide world class education, research and

services in an ecosystem of creative and

innovative engineering and technology to

maximize human potential for societal good.”

LIMA OBJEKTIF STRATEGIK

The Five Strategic Targets

OBJEKTIF STRATEGIK PERTAMA The First Strategic Objective 1

“Menzahirkan graduan holistik yang relevan

dengan keperluan masyarakat yang

membudayakan teknologi dan keusahawanan

melalui ekosistem universiti yang dinamik.”

“Producing socially compatible holistic graduates through

a dynamic university ecosystem that acculturates technology

and entrepreneurship.”

OBJEKTIF STRATEGIK KEDUA The Second Strategic Objective 2

“Membina kewangan yang mampan

demi kelestarian universiti.”

“Establishing viable financial ecosystem

for the sustainability of the university.”

OBJEKTIF STRATEGIK KETIGA The Third Strategic Objective 3

“Menghasilkan penyelidikan dan inovasi

yang berteraskan teknologi demi memastikan

kelestarian bakat dan bidang fokus penyelidikan.”

“Producing technological-based research and innovation

in ensuring the sustainability of research talents

and focus areas.”

OBJEKTIF STRATEGIK KEEMPAT The Fourth Strategic Objective 4

“Menjadi wadah kemampanan pembangunan

sosioekonomi, persekitaran dan masyarakat.”

“Functioning as the platform for sustainable

socioeconomic, environmental and social development.”

OBJEKTIF STRATEGIK KELIMA The Fifth Strategic Objective 5

“Membina jenama yang menjadi

pilihan masyarakat.”

“Building a community preferred brand.”

RINGKASAN OBJEKTIF STRATEGIK 2016-2020 The Summary of Strategic Objectives for 2016-2020

GRADUAN HOLISTIK Holistic Graduates

KEWANGAN YANG MAMPAN Viable Financial Ecosystem

PENYELIDIKAN DAN INOVASI BERTERASKAN TEKNOLOGI

Technological-based Research and Innovation

WADAH KEMAMPANAN PEMBANGUNAN The Platform for Sustainable Development

JENAMA PILIHAN Preferred Brand

PENDEFINISIAN

LONJAKAN STRATEGIK Defining the Strategic Leaps

KEUNGGULAN AKADEMIK Academic Prominence 1

“Kurikulum yang inovatif, staf yang kompeten

dan profesional, infrastruktur akademik

yang efisien berorientasikan keperluan.”

“Innovative curriculum, competent and professional staff,

efficient needs-oriented academic infrastructure .”

KELESTARIAN KEWANGAN Financial Sustainability 2

“Menjana pendapatan, meningkatkan pelaburan

dan mengoptimumkan perbelanjaan serta

mewujudkan persekitaran kondusif yang dapat

menyokong kelestarian universiti.”

“Income generation, investment enhancement and

optimization of expenses, creating conducive supporting

environment for the sustainability of the university.”

KEUNGGULAN PENYELIDIKAN

DAN INOVASI Research and Innovation Prominence

3

“Kemampanan penyelidikan yang memberi

impak kepada masyarakat melalui kluster

penyelidikan yang berstruktur.”

“Socially impactful research sustainability

through structured research clusters.”

KEMAMPANAN SOSIOEKONOMI

DAN PERSEKITARAN Socioeconomic and Environmental Sustainability

4

“Universiti merupakan wadah dalam memberi

impak terhadap pembangunan sosioekonomi,

persekitaran dan masyarakat.”

“The university is the impactful platform for socioeconomic,

environmental and social development.”

KEUNGGULAN JENAMA Brand Prominence 5

“Universiti yang memartabatkan bakat,

kemahiran dan kesarjanaan yang berteraskan

nilai-nilai murni.”

“The university upholds talents, skills and intellectualism

which are based on noble values.”

47

METHODOLOGY: “BLUE OCEAN STRATEGY”

“RENOWNED

AND

PREFERRED

UNIVERSITY ”

PERKHIDMATAN & LESTARI

INFOSTRUKTUR & INFRASTRUKTUR

KEWANGAN FAKULTI SUMBER MANUSIA

GRADUAN

Berdasarkan

perjumpaan JHKK

bersama Dekan dan

Ketua Jabatan pada

30 September 2015

Tagline:

Memasyarakatkan Teknologi Communitising Technology

49

FAKTOR NASIONAL DALAM FORMULASI

STRATEGI, INISIATIF DAN TINDAKAN The National Factors in Strategy, Initiative and Action Formulation

PELAN PEMBANGUNAN PENDIDIKAN

MALAYSIA 2015-2025 (PENDIDIKAN TINGGI) National Education Blueprint 2015-2025 (Higher Education)

RANCANGAN MALAYSIA KE-11 Eleventh Malaysia Plan

BAJET 2016 Budget 2016

Amanat Tahun Baharu 2016, Menteri Pendidikan Tinggi

New Year Message 2016, Minister of Higher Education

DIMENSI PENDIDIKAN FLEKSIBEL

The Dimensions of Flexible Education

1 EKONOMI DAN KEWANGAN

Economy and Finance

PENDIDIKAN TEKNIKAL DAN VOKASIONAL

Technical and Vocational Education and Teaching 2

PELAJAR

Student

PENSYARAH

Lecturers

KERJASAMA INDUSTRI-AKADEMIA-KOMUNITI-KERAJAAN

Industry-Academia-Community-Government Collaboration

PENYELIDIKAN

Research

3

4

5

6

RESPON AWAL KITA Our Initial Response

“Dalam konteks cabaran ekonomi dan kewangan,

UMP telah pun memulakan inisiatif Mygift sebagai pemacu

sistem kewangan wakaf dan endowmen sepertimana

yang dihasratkan oleh Menteri Pendidikan Tinggi. ”

“In the context of economic and fiscal challenges,

UMP has introduced the Mygift initiative to propel both

waqf- and endowment financial systems as aspired

by the Minister of Higher Education.”

“Dalam konteks cabaran Pendidikan dan Latihan Teknikal dan Vokasional

(TVET) pula, UMP juga telah mengembangkan potensinya

dalam bidang teknologi kejuruteraan sebagai inisiatif sokongan terhadap

ekosistem TVET nasional secara berkualiti dan berinovasi.”

“In the context of Technical and Vocational Education and Training (TVET),

UMP has also enhanced its potentials in the area of

engineering technology as an innovative supporting initiative for

a sustainable national TVET ecosystem.”

“Dalam konteks cabaran kebajikan pelajar, UMP telah memulakan

inisiatif seperti Kongsi Rezeki, iftar jama’ie Ramadhan,

kupon makanan, peluang kerja sambilan

dan ruang keusahawanan dalam kampus.”

“In the context of student welfare, UMP has also initiatives such as

Kongsi Rezeki, Ramadhan breaking fast, food coupon, part-time

job opportunities and entrepreneurship spaces in the campus

to lighten the burden borne by our students.”

MENJANA KEGEMILANGAN

Generating Glory

KPI CASCADE: The higher education system will have integrated

KPIs from Minister level down to Ministry and public universities

Headline KPIs for each University

Ministry KPIs by Divisions

KSU and KPPT KPIs

Minister KPIs

MEB (HE) System Aspirations

KPI cascading flow

▪ Anchor on 5 system aspirations defined in the MEB (HE)

▪ KSU responsible for all 6 MKRA and 1 NKEA1 KPIs

▪ KPPT responsible for all 6 MKRA and 3 NKEA KPIs

▪ All 9 Minister KPIs cascaded to appropriate Ministry divisions2

▪ 7 Minister KPIs3 cascaded as public university Headline KPIs based on the type of institution

▪ University Headline KPIs (i.e. OBB KPIs) are linked to the new Funding Formula (KPI-linked incentives)

▪ University can define additional university KPIs4

▪ Minister KPIs to be agreed with YAB PM (and PEMANDU):

6 MKRA KPIs from MEB(HE) 3 NKEA KPIs from ETP

Quality Equity Unity Efficiency Access

What this means

DEAN KPIs

1. Kebolehpasaran Graduan (*)

2. Pengantarabangsaan Pelajar (*)

3. Produktiviti dan Kecekapan Kos (*)

4. Enrolmen TVET (*)

5. Staf yang Kompeten Dan Professional

1. Penjanaan Pendapatan (*)

2. Mengoptimumkan Perbelanjaan

1. Penerbitan dan Sitasi Penyelidikan (*)

2. Keupayaan Penyelidikan

3. Libatsama Aktiviti Pengkomersialan dan Keusahawanan

1. Keusahawanan Sosial

2. Khidmat Inovasi Komuniti (CSI)

1. Memartabat Kecemerlangan Bakat

2. Transformasi Penyampaian (Info & Infra) & Perkhidmatan Lestari

3. Penarafan Universiti (*)

15 PETUNJUK PRESTASI UTAMA (KPI) MENJANA KEGEMILANGAN 2016-2020

(*) KPI Naib Canselor

KEUNGGULAN

AKADEMIK

KELESTARIAN

KEWANGAN

KEUNGGULAN

PENYELIDIKAN

& INOVASI

KEMAMPANAN

SOSIO-EKONOMI

DAN PERSEKITARAN

KEUNGGULAN

JENAMA

1

2

3

4

5

1. Graduate Employability (*)

2. Student Internationalization (*)

3. Productivity and Cost Efficiency (*)

4. TVET Enrollment (*)

5. Competent and Professional Staff

1. Income Generation (*)

2. Expedenture Optimization

1. Publication and Research Citation (*)

2. Research Capacity

3. Commercialization and Entrepreneurship Engagement Activity

1. Social Enterprise

2. Community Social Innovation (CSI)

1. Augenting Talent Excellence

2. Delivery Transformation (Info & Infra) & Sustainable Service

3. University Ranking (*)

15 KEY PERFORMANCE INDICATORS (KPIs) Generating Glory 2016-2020

(*) Vice-Chancellor’s KPI

ACADEMIC

PROMINENCE

FINANCIAL

SUSTAINABILITY

RESEARCH AND

INNOVATION

PROMINENCE

SOSIOECONOMIC AND

ENVIRONMENTAL

SUSTAINABILITY

BRAND PROMINENCE

1

2

3

4

5

Initiatives

Enablers 3 Clusters

23 nos

Projects 5 LEAPs

29 nos

Term Definition

Initiative An activity to achieve certain objective

Enabler An initiative that makes something else possible. It could be the natural job

scope of certain individual or department, preparation of new policies or

SOP. It should reduce the pain points of customers and should be completed

within shorter timeframe before commencement of projects.

Project A new initiative to accomplish specific task that requires certain resources

with longer timeframe and outcomes. This NEW project will lead towards

UMP achieving its Strategic Theme i.e Generating Glory

STRATEGIC PLAN GOVERNANCE

UNIVERSITY

Board of

Directors

MANAGEMENT

JHKK

PMO / TMO

Initiatives/Project

KPIs

Strategic Leap Champions

Enabler

Initiative Leader

Initiative Leader

Enabler

Initiative Leader

Vice-Chancellor

STRATEGIC PLAN

MONITORING

COMMITTEE

PELAN STRATEGIK UMP 2016-2020

UMP Strategic Plan 2016-2020

Champion

Sekretariat

Secretariat

Pemudahcara

Enabler

Ketua Inisiatif

Initiative Leader

PERANAN &

TANGGUNGJAWAB

Roles & Responsiblities

KEGEMILANGAN:

TIGA PERSOALAN Glory: Three Questions

BAGAIMANAKAH KEGEMILANGAN MAMPU DIJANA

UNTUK UMP?

How to generate for UMP?

APAKAH SANDARAN MAPAN YANG PASTI

UNTUK UMP MENCAPAI KEGEMILANGAN?

What is the firm fundamental prerequisite to achieve glory for UMP?

APAKAH CIRI-CIRI PENGUPAYA YANG MEMBAWA UMP

KE ARAH KEGEMILANGAN?

What are the characteristics of the enabler that takes UMP towards glory?

1

2

3

AMANAT TAHUN BAHARU 2016

MENTERI PENDIDIKAN TINGGI

Minister of Higher Education’s

New Year Message 2016

MENCIRIKAN

KEGEMILANGAN Characterizing Glory

AMANAT TAHUN BAHARU 2016

MENTERI PENDIDIKAN TINGGI

Minister of Higher Education’s

New Year Message 2016

1

2

3

4

INISIATIF BERNILAI TINGGI YANG MEMBAWA

KESAN BESAR KEPADA PEMEGANG TARUH.

High-value initiatives that are impactful to UMP stakeholders.

UNIK, ISTIMEWA, LUAR BIASA, SESUATU YANG

TIDAK MUDAH SAMA ADA DARI ASPEK PRODUK ,

PROJEK ATAU MODEL BISNES.

Unique, extraordinary, something rare in terms of product,

project or business model.

TIDAK MUDAH DITIRU; SEBARANG CUBAAN MENIRU

APA YANG DIMILIKI ATAU DILAKUKAN UMP HANYA

MENGHASILKAN IMITASI YANG KURANG SEMPURNA.

Inimitable; any attempt to imitate what UMP is having or doing

will just produce imperfect results.

TIADA GANTIAN; NILAI TAMBAH YANG DITAWARKAN UMP

TIDAK DAPAT DIGANTI DENGAN PRODUK ATAU

PERKHIDMATAN LAIN.

Irreplaceable; UMP’s value-added offerings are irreplaceable

with other products or services.

2016-2020 PROJEK KHUSUS

Flagship Projects

TIGA PROJEK KHUSUS Three Flagship Projects

PENDIDIKAN TEKNOLOGI ALA JERMAN

German-styled technological education 1

“Setiap fakulti harus mempunyai sekurang-kurangnya

satu program bercorak Jerman, ala Jerman

atau kerjasama dengan institusi di negara Jerman.”

“Each faculty shall have at least one German-oriented programme,

German-modelled programme or a collaborative programme with

German based institution.”

TIGA PROJEK KHUSUS Three Flagship Projects

INOVASI SOSIAL

Social Innovation 2

“Gerakan usaha kerja sosial secara perdana untuk

memasyarakatkan UMP melalui pemindahan

pengetahuan dan teknologi.”

“Communalizing UMP through intensive social work movement which

propels the transfer of knowledge and technology to the society.”

TIGA PROJEK KHUSUS Three Flagship Projects

PENGURUSAN ALA ENTERPRAIS

Enterprise-styled Management 3 “Pengurusan prestasi yang menitikberatkan

produktiviti, keberkesanan, kecekapan; pelan himpunan

bakat penggantian, pengurusan risiko dan sistem

ganjaran berasaskan prestasi.”

“Performance management that emphasizes productivity, effectiveness

and efficiency; a structured pool of talents for succession plan, risk

management and performance-based reward system.”

2016-2020

Kebersamaan cabaran, komitmen, usaha

dan tanggungjawab. Tiada pengecualian.

Collective challenge, commitment, effort and responsibility.

No exception.

KEPADA TUHAN KITA BERSERAH.

In God we trust.

“…dan juga bermesyuaratlah dengan mereka dalam urusan

(peperangan dan hal-hal keduniaan) itu. Kemudian apabila

engkau telah berazam (sesudah bermesyuarat, untuk membuat sesuatu)

maka bertawakalah kepada Allah, sesungguhnya Allah mengasihi

orang-orang yang bertawakal kepadaNya.” .”

“…and consult them in the affairs. Then when you have taken a decision,

put your trust in Allâh, certainly, Allâh loves those

who put their trust (in Him).”

(Al-Qur’an, Surah Ali Imran: 159)

“Watch your thoughts,

they become words;

Watch your words,

they become actions;

Watch your actions,

they become habits;

Watch your habits,

they become character;

Watch your character,

it becomes your DESTINY.”

(Frank Outlaw)