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Strategic Planning Session AMANAT NAIB CANSELOR 7 November 2008 Melaka No.1 / 2008

Strategic Planning Session AMANAT NAIB CANSELOR 7 November 2008 Melaka No.1 / 2008

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Strategic Planning Session AMANAT NAIB CANSELOR 7 November 2008 Melaka No.1 / 2008

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  1. Strategic Planning SessionAMANAT NAIB CANSELOR7 November 2008MelakaNo.1 / 2008 1 1

  2. Menu • UTM and PSPTN ► • Mandate to the Vice Chancellor ► • Key Performance Indicators ► • Strategic trust ► • Transformation ► • Methods ►

  3. Strategic planning, UTM • Clear targets, expectation • KPI-bound management system • Clear assignment • What is your task tomorrow, next month, next year?

  4. Chemical engineering principle Input = Output + Accumulation INPUT Action-oriented Result-oriented KPI-oriented OUTPUT KPI Milestones SKT ACCUMULATION Habit System Culture Chemical Professional Engineer (FIChemE (UK)

  5. Emphasis on execution, policy implementation at higher speed • KPI • Pelan, perancangan, milestones, • Pemantauan berterusan • Ubahsuai, pembaikan • Laporan berterusan

  6. Critical issues EXTERNAL • RU status • Relation with Johor State • Tasks in Iskandar Malaysia • Internationalization • Branding INTERNAL • Refereed publication • Focus research • Team work • Beau racy • Governance • Business model • Performance appraisal • Students’ soft skills • Knowledge culture

  7. Rules of property business • Location • Location • Location! • Rules of academic excellence • Publication • Publication • Publication! 7

  8. Paper cutting in Star( 30 October 2008)A Choice that Defies Logic • “ …UTM have set up their rules and have been known to promote mediocre lecturers without a single citation to the rank of associate professors and even full professors …Zahar”

  9. Status UTMAntara harapan & realiti HASIL / KEPUASAN • Universiti terulung (Top-U) di Malaysia • Termahsyur di persada antarabangsa (Top 100) • Graduan berkualiti • Memenuhi tanggungjawab agama, bangsa dan negara • Budaya akademik yang subur dan inovatif • Wadah subur, segar untuk sumbang amal bakti TANGGUNGJAWAB KEPERLUAN

  10. Falsafah UTM Hukum Allah adalah dasar kepada sains dan teknologi. Maka Universiti Teknologi Malaysia berusaha secara menyeluruh dan bersepadu memperkembangkan kecemerlangan sains dan teknologi untuk kesejahteraan dan kemakmuran sejagat sesuai dengan kehendak-Nya.

  11. Visi UTM Menjadi pusat kecemerlangan akademik dan teknologi bertaraf dunia menerusi kreativiti Misi UTM Menerajui pembangunan sumber manusia dan teknologi yang kreatif selaras dengan aspirasi negara

  12. Pelan Strategik Pengajian Tinggi Negara Teras • Meluaskan akses dan peningkatan ekuiti • Menambah baik kualiti pengajaran dan pembelajaran • Memperteguh penyelidikan dan inovasi • Memperkasa institusi pengajian tinggi • Mempergiat pengantarbangsaan • Membudayakan pelajaran sepanjang hayat • Mengukuh sistem penyampaian KPT(Transformasi KPT 2008)

  13. Dua teras strategi PSPTN(Kritikal kepada UTM) • Program dan pembangunan akademik berteraskan penyelidikan (Research-driven academic development and programs) • Staf terkemuka (Global players)

  14. Mandat Naib Canselor • Laksana Pelan Strategik Pengajian Tinggi Negara • Fokus penerbitan akademik (emp. citation indexed-journals) • Membangun budaya ilmu (dan penyelidikan) • Universiti terbaik di Malaysia (NUS-NTU-UTM-standard) • Iskandar Malaysia • Kerajaan Negeri Johor

  15. Mandat Naib Canselor • Ucapan Tan Sri Halim Ali (Majlis perpisahan Tan Sri Zulkifli 22 Oktober 2008)

  16. Ucapan Tan Sri Halim Ali (Majlis perpisahan Tan Sri Zulkifli 22 Oktober 2008)

  17. Mandat Naib Canselor • Ucapan Tan Sri Halim Ali • “… new, bigger sense, new commitment…” • “… to transform the university into a world class institution…” • “… very challenging…” • “… expectation is very high…” • “… selection panel … expect change … “ • “… not just normal change …’ • “… major changes “

  18. Key Performance Indicators KPIs

  19. ORANGE BOOK Staff with PhD • New strategy: Complement with foreign staff • Send staff to PhD as many as possible now • Hire PhD contract staff • Young staff to conduct 70% research work • Clear KPI: include 4 journal papers/year • 3 year minimum contract • RM30,000 fund available upon registration • 2009: target for 200 • 2010: target for 300 • 2012: target for 400 • TASK: Registrar & TNC(A)

  20. BLUE BOOK Indexed-publication • ESI Web of Science or Scopus-bound publications • Clear KPI for individual staff • KPI given to Faculty and Research Clusters • Examples: • 4 papers for foreign staff • 3 papers for professors • 2 papers for junior staff • Planning • New PhD and MSc thesis format – compilation of papers • Workshop on writing journal papers • Invite journal editor as Visiting Professors (KPIs assist UTM staff to publish) • Promotion-bound, reward, demerit • Support system • TASK: TNC(P&I) and RMC

  21. BLUE BOOK Indexed-publication • Promotion • Cut-off point • Benchmarking • Reward • RM1000 per indexed-paper • Best paper • Demerit • Allow travel to seminar abroad after article published • SKT will not be A without publication • Support system

  22. BLUE BOOK Citation • Only relevant after indexed-publication • Strategy for high citation • Cross referencing among UTM staff • Write papers together with top professors • Write papers together with top universities • Write papers in high impact journals • TASK: TNC(P&I) and RMC

  23. GREEN BOOK Postgraduate students • Research students give three advantages compared to taught courses • Stimulate research activities • Publication-bound • Intellectual property • Ratio taught course: research? Ratio 1:5? • Attraction to UTM? • RU fund for PhD students • UTM Fellowship for PhD students • Facilities – offices, lab, email, web connectivity • Spin-off companies • TASK: TNC(P&I) and TNC(A)

  24. BLUE BOOK Research fund • Public funds • Private funds • Individual applications • University as research partner • Neighbor: Iskandar Malaysia • New Agency: National Water Services Commission • Old Agency (A): Petronas, SAPURA, Sime Darby • Old Agency (B): IWK, SAJH, • Charity: Tabung Haji, Jabatan Agama Islam • Catalyst: MDec, BiotechCorp, • International funds – EU, Saudis’, Danced, UK, Singapore • Internal funds: RM1 to RM10 million • TASK: TNC(P&I) and Clusters’ Head

  25. GREEN BOOK Graduate employability • Accreditation • Local – e.g. MQA • International – IChemE (UK), ICWEM (UK) • Student attachment • Massive marketing of our attachment programs • Road show • Tracking system • TASK: TNC (A) and Deans

  26. BLUE BOOK Intellectual property • Generation • Marketing • Strategy: • Selling of rights • Start-up companies • Royalty basis • Business models? • Task: TNC(P&I), RMC and BIP

  27. BLUE BOOK Spin-off companies • Clear strategies • Models • University-owned companies • Graduate-owned, professors as consultants (e.g. Jönköping university, Sweden – 70 per year) • Graduate-plus-professor-owned (e.g. Imperial) • University-private sector joint venture • Benefits • Task: TNC(P&I) and BIP (or new entity – e.g. UTM Holdings)

  28. BLUE BOOK Research load

  29. How can we make it a reality?

  30. Research-bound UTM • New research structure • KPI-bound staff • Performance appraisal – re-visit

  31. New research structure Structure: TNC (Research & Innovation) Research Cluster (no. 20-30) Institutes Centers Research Groups Structure: TNC (A&A) Deans (no. 15) Faculties Departments Laboratories Staff KPI on research-related activities Staff KPI on teaching-related activities

  32. Key Performance Indicators KPIs

  33. University’s Strategic Thrusts Strategic Planning for UTM Transformation, KL, 2008 Focus • Involve all levels • Clear deliverables (KPIs), benchmarked by global academic culture and values • Relate to performance appraisal • Relate to promotion exercise 33

  34. Transformation Main Drivers • Publication-citation-driven • Global Alliance program • Support interdisciplinary projects • Hire established key Professor • Ranks: University, Faculty Professors • Focus on community & market-driven • Intellectual property-driven • Handle non-PhD staff Research & Innovation Transformation Human Capital • More discourse, intellectual exchange • “Idea-Clusters” group dynamics • All staff to attach to research centers • Celebrate the “Team” and “Effort” • Develop IT-savvy academic community • Hire outsiders to head strategic units • More cafes for informal discourse • Early retirement options for exit Culture Transformation Infrastructure Teaching & Learning Transformation • Education, not training • Problem-based curricula • Broad-based undergraduate program • Regional engagement • “Paidea” projects – University electives • Campus as the microcosm • Lecturers as supervisor, facilitator • World-class digital infrastructure 34

  35. Transformasi UTM • Permuafakatan / kerja berpasukan • Sesi perancangan strategik • Mesyuarat Kumpulan Pengurusan (UMG) • Perhimpinan bulanan • Sistem sokongan untuk membantu capai KPI • Guna ICT lebih berkesan • Pelan tindakan • Disepakati – Pelan Tindakan dan KPI • Jelas (measurable & achievable) • Dilaksana pada semua peringkat • Sistem pelaksanaan dan pemantauan lebih efisien • Fokus kepada key-enabling factors • Select committee for VC, DVC, Deans, Director etc • Post-doctoral scheme • KPI-bound international staff • Indexed-journal publication & citation • Clear deliverables in promotion exercise • Get a good competitor/enemy!

  36. Transformasi UTMPermuafakatan dan kerja berpasukan • Jika cerdik diajak berunding (the intelligent is engaged in planning & negotiation) • Jika bodoh disuruh diarah (the ignorant is given guidance) • Yang pekak disuruh cucuh meriah (the deaf lights the canon) • Yang berani dibuat kepala lawan (the brave heads the army) • Yang kaya hendakkan emasnya (the rich is good for his wealth) • Kalau mua’alim hendakkan doanya (the pious is good for his prayers) Perpatah Minangkabau

  37. How can we do it? • Individual • Team work Bulat air kerana pembetung Bulat manusia kerana muafakat

  38. Academic cell (30-100/unit) Head professor Professors Associate professors / Lecturers Post doctoral fellows Research PhD students Research outputs Post –Research activities MSc students BSc students Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.

  39. Academic cell (30-100/unit) Head, Cluster/Umbrella COE Institutes Centers, UTM Centers, Faculties Research group, UTM Interest group Task forces Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.

  40. Academic cell (30-100/unit) Multi-disciplinary Sharing facilities Avoid duplication Synergy Efficiency Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.

  41. Academic cell (30-100/unit) Prof. Zulkifli Yusop / IPASA IPASA, CEOI, Prospect GIS, Centerpis, Centers, Faculties Research group, UTM Interest group Task forces Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.

  42. Academic cell (30-100/unit) Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.

  43. Academic cell (30-100/unit) PROF. DR. ZULKIFLI YUSOP PhD, MSc., BSc Director Institute of Environmental & Water Resource Management Universiti Teknologi Malaysia 81310 Skudai, Johor MALAYSIA PROF. DR. ZULKIFLI YUSOP PhD, MSc, BSc Head Environment Cluster Universiti Teknologi Malaysia 81310 Skudai, Johor MALAYSIA Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.

  44. Academic cell (30-100/unit) MOHD NOR OTHMAN MSc (Chemical Eng.)(UMIST), B.Sc. (Chemistry) UTM Lecturer Department of Chemical Engineering Faculty of Chemical and Natural Resource Engineering Universiti Teknologi Malaysia 81310 Skudai, Johor MALAYSIA MOHD NOR OTHMAN MSc (Chemical Eng.)(UMIST), B.Sc. (Chemistry) UTM Project Manager Environment Cluster Universiti Teknologi Malaysia 81310 Skudai, Johor MALAYSIA Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.

  45. Shared values Strategy Structure System Staff Style Skills McKinsey’s Capacity Framework for Transformation 45

  46. Budaya ilmu • Persepsi terhadap UTM (pemimpin, media, industri, orang awam, calon pelajar dll) • Kefahaman • Konsep • Epistemologi • Tanggungjawab dan peranan ilmuwan • Sejarah tradisi ilmu • Adab dan amalan • Hormat ilmu dan ilmuwan • Etika berbeda pendapat • Penulisan dan wacana • Aktiviti

  47. Majlis Profesor • Peranan, tanggungjawab – Kertas Cadangan JE • Konsep: Kepimpinan akademik • Penglibatan: Penasihatan (advisory) dan pemudah cara • Task Force • Jawatankuasa Pemilih • Naib Canselor, Timbalan Naib Canselor, Pegawai Kanan • Dekan dan Pengarah • Timbalan Dekan dan Ketua Jabatan • PEMUDAH UTM • Iskandar Malaysia • Penerbitan berkualiti • Penyelidikan berfokus • Club House dll • Menyemarakkan aktiviti budaya ilmu

  48. Prof. Ahmed ZewailPemenang Hadiah Nobel (Kimia 1999)

  49. The two academic career paths Academic and administrative structures Vice Chancellor Deputy Vice Chancellor Dean / Director Deputy Dean Head of Department Professor (global, A) Professor (regional, B) Professor (local, C) Associate Professor Lecturer/Senior Lecturer Research fellow / Tutor Academic hierarchy Administrative hierarchy

  50. Other Initiates • Financial • ICT • Lab facilities