utm monthly engagement (feb 2015) wahid omar · utm monthly engagement (feb 2015) #brief visit by...

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

http://www.utm.my/ircil

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

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


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


< 60%57KAI


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


< 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


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


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


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%


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


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


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


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


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

utm monthly engagement (feb 2015) wahid omar · utm monthly engagement (feb 2015) #brief visit by...

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