pengurusan kejat – dato' wan azman wan omar

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  • Wan Azman bin Wan Omar

    Pendaftar

    Universiti Putra Malaysia

    Merangkap Pengerusi Majlis Pendaftar

    Universiti Awam

    Auditorium AKEPT, 20 Ogos 2016

    Konvensyen Pentadbir Universiti Awam

    MEMARTABATKAN PERANAN PENTADBIR DI

    UNIVERSITI AWAM: PENGURUSAN KEJAT

  • Evolusi Dunia Pendidikan

    Worldviews

    Source: Sohail Inayatullah, www.metafuture.org (modified)

    HE Model

  • Modified from

    Knowledge

    Wealth

    What purpose education?

    1 2

    3 4

    DAR 2006

    Which

    way?

    Quality of Life

    Fame/Name

  • What Is Our Focus?

    modified

    Universiti Malaya

    (UM)

    1949 Universiti Teknologi

    MARA (UiTM)

    1999

    Universiti Sains Malaysia (USM)

    1969 Universiti Teknikal Malaysia Melaka (UTEM)

    2000

    Universiti Kebangsaan Malaysia (UKM)

    1970 Universiti Sains Islam Malaysia (USIM)

    2000

    Universiti Putra Malaysia (UPM)

    1971 Universiti Malaysia Perlis (UNIMAP)

    2001

    Universiti Teknologi Malaysia (UTM)

    1975 Universiti Malaysia Pahang (UMP)

    2002

    Universiti Islam Antarabangsa (UIA)

    1983 Universiti Malaysia Kelantan (UMK)

    2006

    Universiti Utara Malaysia (UUM)

    1984 Universiti PertahananNasional Malaysia (UPNM)

    2006

    Universiti Malaysia Sarawak (UNIMAS)

    1992 Universiti Malaysia Terengganu (UMT)

    2007

    Universiti Malaysia Sabah (UMS)

    1994 Universiti Tun Hussien Onn

    (UTHM)

    2007

    Universiti Pendidikan Sultan Idris (UPSI)

    1997 Universiti Sultan Zainal Abidin (UniSZA)

    2010

  • 50

    PREAMBLE

    THE TRANSFORMATION OF THE HIGHER

    EDUCATION SECTOR MUST BE DRIVEN BY

    UNIVERSITIES AND NOT DIRECTLY BY THE

    MINISTRY.

    Every university is unique. The role, operating model, and

    even composition of a academic community has to be

    tailored to the universitys specific context its history and

    its current situation, and its priorities. EACH UNIVERSITY

    TODAY WILL HAVE ITS OWN STRENGTHS,

    WEAKNESSES, CHALLENGES AND ASPIRATIONS, AS

    WELL AS DIFFERENT STARTING POINTS.

    Consequently, any implementation needs to be

    structured in a modular manner, so that universities

    can adopt the elements that are best suited to their

    situation and pace.

    Accordingly, the UniTP has been developed as an

    important initiative under the MEB (HE) to help

    Malaysia's 20 public universities accelerate their

    transformation journeys.

    MALAYSIA EDUCATION BLUEPRINT (HIGHER EDUCATION)

    THE UNIVERSITY TRANSFORMATION

    PROGRAMME

    STRENGTHENING CAREER PATHWAYS AND LEADERSHIP DEVELOPMENT

  • Source: Interviews; team analysis

    Government

    University leadership (e.g., president, board)College/department

    ToFromKey decisions at Malaysian public universities

    Evaluate performance of leaders (e.g., VC)

    Approve university strategy (vision, mission. Focus)

    Evaluation/promotion of staff; set pay scales/incentive

    Change organization (e.g., establish, merge deps)

    Approve university constitutions, statutes, and rules

    Appoint inst. leaders/ set terms of office (VC, DVC)

    Approve university budget

    Set tuition fees

    Management of allocated grants

    Decide allocation of funds and research grants

    Determine number and profile of students

    Set student admissions criteria

    Make admission decision

    Approve academic program and curriculum

    Student discipline and suspension

    Appointment and dismissal of staff

    Set pay schemes (salary designation)

    Design staff development policies/programs

    Manage endowment and income-generating assets

    Minister appoints Chairman and approves Board members (as nominated by Nomination Committee). Board appoints VC, and VC appoints DVC. Performance should be systematically evaluated by a committee at University

    Student discipline and suspension issues should be limited to the University

    Board or department approves own strategy

    Management of staff should be separate from Public Service control in order to attract best resources and control performance

    Monitoring of HLI quality and reports

    Treasury and Finance Division approve budget from the Government. Board and IPTAs departments approve and manages funding from other sources.

    Program and curriculum still needs to comply with MQA but no need for approval from Academic Division

    Ministry continues to approve constitution but approval of statues and rules should be limited to University

    Admini-stration and gover-

    nance

    Funding and financial autonomy

    Admission, intake plans, curriculum

    HR

    Infrastructure development and management

    Approve procurement decisions (facilities, services)

    Infrastructure management and purchasing decision approvals should be made at the University or College/department levels

    Monitoring through performance contract

    Highlight #9: Transfer various decision rights

    belonging to the government to IPTAs1

    1 Similar approach for polytechnics and community colleges

  • 4

    Talent Excellence is one of the ten shifts defined in the Malaysia

    Education Blueprint 2015-2025 (Higher Education), or MEB (HE)

    Shift#2: Talent excellence focuses on achieving excellence through

    an ecosystem that is able to attract, develop and retain talent. The

    quality of Malaysias HLIs, and therefore the higher education

    system, can only be good as the quality of academic community,

    from educators, researchers, institutional leaders,

    PRACTITIONERS, TO ACADEMIC SUPPORT STAFF.

    MALAYSIA EDUCATION BLUEPRINT (HIGHER EDUCATION)

    THE TEN SHIFTS

    PREAMBLE

    STRENGTHENING CAREER PATHWAYS AND LEADERSHIP DEVELOPMENT0

    Experienced PractitionerInfluential in practical experience + application

    over and above other roles and responsibilities

  • PENTADBIR UNIVERSITI: KEDUDUKAN KITA

    PendaftarBursar

    Ketua Pustakawan atau Penasihat Undang-

    Undang

    Gred 54, 52, 48 (Pengarah/Ketua

    Pentadbiran/Bahagian)

    Gred 44 (Ketua Seksyen/Unit)

    Gred 41 (Ketua Seksyen/Unit)

    Naib Canselor

    Timbalan Naib Canselor

    Dekan/Pengarah

    Timbalan Dekan/Pengarah

    Ketua Jabatan

    PEN

    GU

    RU

    SA

    N

    &

    PR

    OFESIO

    NA

    L

    AK

    AD

    EM

    IK

    JAWATAN STRATEGIK

    Berkemampuan untuk membawa perubahan

    strategik kepada agensi

    Berkemampuan untuk memimpin orang bawahan

    Berkeupayaan untuk menjadi penggerak ke arah mencapai

    visi dan misi agensi

    Berkeupayaan membentuk jaringan dalam dan luar

    agensi

    Mempunyai kemahiran insaniah yang tinggi

    KRITERIA PENTADBIR

  • PERANCANG

    1. Ada Pengetahuan

    2. Ada sumber

    3. Ada pengalaman

    4. Pengaruh luaran

    PELAKSANA

    1. Sumber yang mencukupi

    2. Masa yang tepat

    3. Sokongan

    KEPUTUSAN

    1. Menepati perancangan

    2. Menganalisis jurang

    3. Mengenalpasti isu

    PEMANTAU

    1. Sumber manusia

    2. Analisis Semasa

    3. Fokus

    4. Masa

    3P1K

    PERANAN PENTADBIR

  • Memperkasa

    Amalan Tadbir

    Urus

    Meningkatkan

    Kepatuhan

    Organisasi

    Kejat

    Melaksanakan

    Pengurusan

    Kewangan

    yang Cekap

    dan Berkesan

    Meningkatkan

    Infrastruktur,

    Perkhidmatan

    Teknologi

    Maklumat dan

    Komunikasi

  • Memperkasa Amalan Tadbir Urus

    HASIL SEMAKAN SEMULA : Objektif 2 Meningkatkan Kepatuhan Organisasi

    Kejat dirangkumkan dalam Objektif 1 MEMPERKASA AMALAN TADBIR URUS

    (a) Melaksanakan tadbir urus mengikut kriteria yang ditetapkan dalam Indeks Akauntabiliti (IA) dan IndeksTadbir Urus Universiti (UGGI)

    (b) Memantapkan pengurusan kualiti secara berterusan(c) Mempertingkat profesionalisme staf akademik dan bukan akademik(d) Meningkatkan tahap keselamatan dalam kampus(e) Meningkatkan tahap kesedaran kesihatan warga kampus(f) Melaksanakan program keselamatan dan kesihatan pekerjaan secara berterusan(g) Memperkasakan penjenamaan universiti

    (h) Melaksanakan tanggungjawab sosial korporat melalui penganjuran aktiviti kemasyarakatan yangberimpak tinggi

    (i) Mentrampilkan UPM melalui pengukuhan aktiviti pemasaran dan komunikasi(j) Meningkatkan kualiti penyampaian perkhidmatan

    (k) Melaksanakan program Inisiatif Hijau(l) Membuat penstrukturan semula sumber

    (m) Melestarikan pengurusan bakat (memperkasa kelayakan dan kemahiran staf) iaitu pegawai akademikmempunyai kelayakan PhD dan setara, dan pegawai bukan akademik yang memiliki kebolehanmultitasking

  • Melaksanakan Pengurusan Kewangan yang Cekap dan

    Berkesan

    (a) Mengenakan kadar yuran kompetitif bagi pelajar antarabangsa(b)Mengkaji semula kadar yuran pelajar antarabangsa setiap lima tahun(c) Menambah bilangan Program Eksekutif di beberapa PTJ (program prasiswazah)(d) Meningkatkan fasiliti dan kemudahan untuk menarik pelajar antarabangsa

    (e) Membuat bidaan secara strategik untuk mendapatkan dana R&D, aktiviti pelajar,Knowledge Transfer Programme/Kursi samada geran kerajaan, industri atauantarabangsa

    (f) Mempergiat pelaburan hartanah dan aset dengan lebih intensif(g) Mendapatkan kadar pulangan atau simpanan yang lebih kompetitif

    (h)Menyediakan polisi dan skim bayaran perkhidmatan yang lebih menarik untukperkhidmatan ikhtisas bagi mendapatkan sumbangan dalam bentuk dana, asetdan bidaan

    (i) Menyediakan SOP selaras dengan penarafan u