utm`s strategic plan and its role in supporting university core activities

UTM’S STRATEGIC PLAN: Mission, Vision and Aspiration
1.0
Introduction
Learning is preeminent at Universiti Teknologi Malaysia. We aspire to create the best and
most conducive environment that inculcates and encourages a vibrant academic culture and
intellectual ecosystem that inspires creativity and innovation. We also aim to create a dynamic
and active academic climate that combines the best qualities of teaching, research and
innovation where actively engaged students and staff work in close collaboration to
consistently involve in research, inquiry and investigation to expand and contribute to
knowledge and scholarship. Our affordable undergraduate and graduate programmes provide
students the best of current theories , practice, and experience, and integrate professional
studies in diverse fields of science, engineering and technology. Through experiences in and
out of the classroom, students develop the habit of intellectual inquiry, prepare for challenging
professions, strengthen relationships to their communities and contribute productively to
society. We are a premier public university with a global outlook, located in Johor Bahru, a
technologically rich and culturally vibrant area in the southern-most part of Malaysia. We are
also strategically located in Iskandar Malaysia, which is poised to be a vibrant economic
corridor of the south of Peninsular Malaysia. Our expertise and diversity serve as a distinctive
resource and catalyst for partnerships with public and private organizations. We strive to be
the centre of activities essential to the intellectual, cultural, and economic development of the
region.
We envision our university to be transformed into an Innovation-led Research University
characterised by the following:
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A leader in higher education that focuses on engineering and technology, and is
recognized internationally for its academic excellence
A university that is known for international competitiveness and local/regional
relevance through research and innovation
A regionally-engaged university that contributes to the National Innovation System
through community-driven innovation with global perspectives
A university that promotes service learning, provides lifelong learning opportunities
and encourages community engagement
A university with value-driven institutional culture that provides an intellectual home
for the rich diversity of academic talents
A university that is seen as an economic asset by the industry, developers and
partners which acknowledge its role as a prominent contributor to economic growth
and competitiveness
UTM perceives transformation as a multifaceted and integrated process by which the
university continuously improves and renews itself in an ongoing effort to represent its vision,
mission and institutional values. Transformation underpins the activities involving all members
of the university community and has to permeate throughout the entire university.
2.0
Purpose of the UTM Strategic Plan
The development of an innovative and dynamic strategic plan enables the University to adapt
to and take advantage of the opportunities presented by an expanding global marketplace for
research, education, and training. The University must also address the related challenges of
an environment characterized by increasing competition for the best students, staff, funding,
and other resources. Creative and innovative strategies must be developed and implemented
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through the strategic planning process that enable the University to successfully compete in
this environment and to manage the strategic issues that are critical to achieving its vision.
3.0
Background of the UTM Strategic Planning
3.1
Development of the Strategic Plan
UTM‘s Strategic Plan 2009-2012 has been developed after consultation with faculty deans,
directors, senior professors and managers, through a series of planning workshops at the end
of 2008. The first of the planning workshop was carried out on 7 th – 9th November 2008
(Melaka 1) involving top management officials, deans and directors, followed by the second
workshop on 28th - 30th November 2008 (Melaka 2) involving deputy deans and deputy
directors. The final workshop was organised on 12th – 14th December 2008 (Melaka 3) to
share the strategies and cascade the actionable plan to the department heads and deputy
registrars. The three planning workshops were organised as a response to the new direction
and focus put forward by the Vice Chancellor, Dato‘ Prof. Zaini Ujang, who just came into
office then. Albeit the new emphasis on the KPI-based performance management and the
direction to become a national research University, a major part of the university‘s previous
planning exercise was maintained in terms of vision, mission, values and thrusts. The vision
and mission of the University were revisited and slightly revised during the Langkawi Strategic
Planning Workshop on 21st-23rd of July 2006, which was attended by the Chairman of the
Board of Directors and several other Board members. The institutional goals were discussed
and agreed during the University Management Group meeting on the 15th of May 2007.The
four strategic thrusts of the University were developed during the Tioman Strategic Planning
Workshop on 15th-18th February 2008. The 2008 planning workshop had agreed to fully use
the Balanced Scorecard (BSC) for the planning and implementation of the University-wide
strategic plan.
The University‘s strategic planning activities are summarised as follows:
WCU Plan
2001-2010
Langkawi
2006
• Discovery
University
• Prime
Minister's
Quality Award
1999
• Guoman 2004
Revisit
• Revisit plan
• National
Intellectual
Property
Award 2006
• Institutional
goals 2007
Tioman 2008
APEX
Workshop
• Strengthen plan
• Alignment with
the National
PSPTN
• THES Ranking
• Top recruiter
review
Melaka
Review 2009
Desaru 2009
• 7-9 Nov
• Review KPI
• 28-30 Nov
achievement
• 12-14 Dec
• Review
• UTM Strategy
PSPTN CAP
Map and BSC
and self• Cascaded KPIs
rating
• National IP
• Improved
Award 2008
THES
• Improved
Ranking
THES Ranking • 2010
Directions
Melaka 2008
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3.2
The Guiding Principles of the Strategic Plan
The following ―guiding principles‖ should be incorporated within the planning processes
employed by planning units in developing their own strategic plans:
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Plans should be consistent with and contribute to the achievement of the University‘s
overall strategic goals and thrusts included in its strategic planning framework.
Plans should be developed in consensus in a participative/collaborative manner and be
well communicated to all stakeholders.
Plans should reflect high (but reasonably achievable) aspirations as well as
demonstrating creativity and innovation in setting forth goals and strategic thrusts for
the faculties and units.
Plans should be based on measurable goals and strategies (SMART) and include
appropriate performance indicators.
Plan documents should include statements of purpose, vision, mission, strategy,
resources, and monitoring and evaluation.
4.0
The Strategic Plan 2009-2013
4.1
Preamble
The UTM‘s revised strategic plan for 2009 to 2013 has been developed with the University
Executive and Management Group, and after consultation with senior managers, the deans
and directors and staff. The plan provides a framework for the development of enabling plans
and strategies across all teaching, research and administrative areas. Our vision, mission and
strategic objectives operate under the strategic plan which will enable us to pursue a clear
direction for the University into the future, and achieve our targets. Underpinned by our
organisational values, the strategic plan directs and defines the shift to the next era for UTM
and also guides each of us to take ownership of UTM‘s growth and future success.
Definitions of the common terms used in the strategic plan are as follows:
Vision Statement — The vision statement expresses the university's aspirations for the future
Mission Statement — The mission statement represents a self-definition of what the university
sees as its reason for existence
Institutional Core Values — Core values are widely held principles that guide and motivate the
institution
Institutional Goals — Goals are statements of action. By carrying out actions described in
goals statements, the University expects to accomplish its mission and realize its values
Institutional Thrusts — Institutional thrusts are strategic directions for the university. These
are more broadly written than university goals and provide direction for enhancing one or
more of the University's core values
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4.2
University’s Vision and Mission
The Langkawi Workshop (21st – 23rd July 2006) re-affirmed previous vision and mission
statements with minor modifications to reflect current emphasis. The Langkawi Workshop
involved top management officials, deans of faculties and selected directors of units and
centres of excellence. The workshop was also attended by the Chairman of the university‘s
Board of Directors, and several of its members. Their presence at the workshop had ensured
that the planning and re-affirmation of the vision and mission statements and values were
shared by the very top level with the management.
Previous Vision and Mission Statement Revised Vision and Mission (Langkawi
2007)
Vision:
Vision:
To be a world-class academic and
To be recognised as a world-class centre of
technological excellence through creativity
academic and technological excellence
Mission:
Mission:
To lead in the development of creative
To be a leader in the development of human
human resource and technology in line with capital and innovative technologies that will
the aspirations of the nation
contribute to the nation‘s wealth creation
4.3
Institutional Values
UTM ‗5Cs‘ institutional values are maintained as follows :
Institutional
Values
Committed
Communicative
Creative
Consistent
Description
The value suggests a strong sense of commitment, determination and
responsibility in the conduct of one‘s work, either on a personal basis
or in groups. This should be reflected at all levels according to the
role and expectations specified by the employer. Thus, the UTM staff
should develop and enhance his commitment by focusing his mind
and energy to conduct his responsibility to the best of his ability
based on the required knowledge, skills and expertise guided by
strong values and virtue
Communication is the key that allows people to engage, interact and
adapt themselves in organisations and societies. The ability to
communicate effectively and coherently is one of the traits of a
professional and proficient staff. Thus, all UTM staff should be ready
and able to communicate at all levels in contributing ideas, engaging
in discourse, deliberating and discussing, making decisions and
sharing experiences using various strategies and communication
techniques to enhance his professionalism and expertise.
Creativity is the catalyst for innovation, performance development and
excellence. The UTM staff should be creative in harnessing his
potential and ability while exploiting new, original and practical ideas
that have high values in respective fields of expertise from time to
time. With the right climate and conducive environment at the
university, creativity can be inspired, nurtured, developed and
sustained.
The image and reputation of an organization is created through a
consistent long term planning process that creates a sense of unity
and purpose in terms of values and principles. Consistent with UTM‘s
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Competent
4.4
vision and mission, all staff are expected to be consistent and unified
in their goals and aspirations through strong team spirit and
togetherness in carrying their duties and responsibilities according to
the principles and policies set forth by the university.
Competency in each individual assures successful implementation of
assigned tasks that meet expectations and requirements in an
efficient and effective way. Whether individually or in groups, all staff
must be competent in their specialised fields and disciplines in order
to remain relevant and competitive in the continuous drive for
improvement towards excellence.
Institutional Goals
Our institutional goals had been presented for consensus during the University Management
Group meeting on 15th May 2007. The UMG comprises the top executive management
committee members, all faculty deans and directors of units.
Goal 1 : Enhance Quality Education
UTM will provide a distinctive, student-centered learning experience which will be highly
competitive as a result of its vibrant intellectual ecosystem and academic culture which
engage the faculty and students in the process of continuous inquiry, discovery and
innovation. The University will provide access to diverse and dynamic academic programmes
in an enriching and versatile teaching and learning environment that inspires creativity and
innovation. Creating such a distinctive learning environment will require thorough examination
and review of the curriculum for purposes of continuous improvement while placing high value
on teaching and pedagogy to produce grounded and wholesome graduates equipped with not
only competent skills and knowledge but also possessing outstanding values and character,
ready to face the challenges and competition in the context of new demands in the current
global environment.
Goal 2 : Promote Excellence in Research, Innovation and Graduate Education
UTM will further advance its aspiration to be a reputable institution in research and
innovation. The University must continue to invest strategically in research, scholarship and
innovation which are at the heart of our academic enterprise. Quality research, both within
and across disciplinary boundaries, informs the undergraduate experience, defines the
learning environment for our graduate and professional students, advances the disciplines,
and enables the University to be responsive to societal needs. In order to continue to advance
the quality of its programmes on research and scholarship, the University must focus its
allocation of resources on distinctive research programmes of current and emerging strength.
Academic staff/researchers must be supported in their attempts to secure external support for
their research and graduate students. The University will also enhance its position as a
provider of graduate research training, building on its broad research strengths.
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Goal 3 : Enhance Professional Training and Lifelong Learning
While remaining committed to quality teaching, research and innovation, UTM will enhance
its position as a provider of professional development programmes with a strong support to a
broad range of lifelong learning opportunities. The University must make the strategic
investments necessary to ensure that all of the graduate and professional programmes offered
are academically distinguished and attractive to a diverse pool of the most qualified
applicants, regionally, nationally and internationally. Accomplished and qualified teacherscholars must be present in sufficient numbers to ensure a learning experience that will
position our students for distinguished and productive professional careers. Academic
programmes, both within and across disciplines must be distinctive as well as consistently
ranked among the best in the nation while gaining recognition internationally.
Goal 4 : Enhance International Standing
To remain relevant and competitive, UTM needs to develop a global perspective and
networking through student and staff exchange programmes, research and educational
partnerships, international linkages and global outreach with reputable universities abroad.
The University will enhance its position as a university of good international standing and
strive to continue to improve its position in the world ranking, stressing the benefits this
brings both to the University community and to the nation.
Goal 5 : Strengthen Community Outreach
UTM will continue to serve the community by contributing to cultural and community life, by
promoting and contributing to intellectual discourse, and by making the output from its
research and scholarship available for the benefit of society. The University will distinguish
itself as an institution that engages with the public and private organizations through study,
consultation, advice, and involvement in selected issues, such as educational practice,
leadership, and environmental policy. The University will create mechanisms to support
internal flexibility and collaboration in mobilizing its capabilities to address key societal issues
and problems. Community service at the local, national and international levels is an integral
part of research, teaching and learning. The University is committed to contributing to the
community through research and service, to preparing students for the global community, and
to fostering students‘ involvement in a diverse community.
Goal 6 : Provide Quality Management and Effective Risk Management
The University will continuously strive to be a well managed and governed institution, making
efficient and effective use of its funding to meet the needs and expectations of students, staff
and other stakeholders. The University will also enhance its risk management framework
towards effective management of potential opportunities and adverse effects leading to
positive benefits toward achieving its objectives. Risk management should be embedded in
the operation of the University and be part of its culture.
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4.5
Proposed General Strategies for Achieving Goals (Developed in 2007)
The following general strategies describe the proposed actions, which the University is
committed to pursue in order to achieve its goals. The actions which were developed in 2007,
served as a guideline and useful reference for subsequent strategic planning process for
continuous improvement of our strategies.
Goals
Goal #1 – Enhance Quality
Education
Description of Proposed Strategies
 Enhance the teaching and learning environment,
particularly in relation to providing high quality
infrastructure for flexible learning.
 Ensure effective, structured evaluation of teaching and
learning quality and outcomes, informed through
feedback from students, scholars, professions, industry
and community
 Promote and encourage the relationship between
excellence in teaching and learning and research and
innovation while reinforcing a commitment to the
distinctiveness of a research and innovation-based
culture for teaching and learning
 Recruit, develop and retain staff who have a
commitment to encouraging collaborative learning
through student-centred high quality teaching and
learning practice
Goal #2 – Promote Excellence
 Attain national standing as a public Innovation-led
in Research, Innovation and
Research University.
Graduate Education
 Strengthen graduate programmes and staff in areas
with potential for further national & international
distinction.
 Undertake applied sustainability research that impacts
the social, environmental and economic development
of the South Johor economic region.
Goal #3 – Enhance Professional  Enhance the offering for continuing education
Training and Lifelong Learning
programmes that provide retraining and meet
professional certification and other community needs.
 Strengthen the University‘s position as among the top
provider of public distance learning programmes in
Malaysia
 Establish premier brand recognition within the larger
distance learning market by developing a number of
world class market programmes
Goal #4 – Enhance
 Promote and enhance international students
International Standing
exchanges and study abroad programmes that expose
students to other cultures of global community.
 Establish the recruitment processes necessary to
attract a diverse student body of excellence from the
region, the nation and the world.
 Attain world-ranking in the Times Higher Education
Supplement Ranking
 Expand partnerships with international universities in
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Goal #5 – Strengthen
Community Outreach
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Goal #6 – Provide Quality
Management and Effective Risk
Management
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4.6
order to promote global outlook and attract
international students and staff.
Strengthen University identity by developing
recreational, athletic, intellectual, alumni and public
relations programmes.
Expand University access to match the diversification
and growth provided by the South Johor economic
growth zone of Iskandar Development Region (IDR) /
Iskandar Malaysia.
Enhance linkages and partnerships with local, regional
and international agencies and private sector firms.
Strengthen links with alumni that optimize an on-going
commitment to the success of the University.
Promote quality culture in the University and develop
continuous quality improvement in the academic and
executive management and administration of the
University
Develop strategies and processes that allow the
University to continuously improve quality of services
Develop institutional framework to create a more
coordinated, systematic and focused approach to the
management of risks
University’s Strategic Thrusts
The University‘s thrusts had been developed during the Tioman Workshop on 15th -18th
February 2008 to reflect a more focused management attention to the current developments
in the higher education scenario at both national and international stage. The four Strategic
Thrusts are the ‗pillars‘ on which the University‘s overall mission rests upon and serve as the
foundation for the planning of strategies and activities. The thrusts are also in tandem with
the national plan, which adopts the ‗institutional pillars‘ in supporting the national vision and
mission.
University’s Strategic Thrusts
T1 : Contribute to human capital development by providing quality education
T2 : Provide leadership & contribution through research & innovation
T3 : Achieve desirable image & branding that fulfills the requirements of stakeholders
T4 : Contribute to the society through community engagement and outreach
5.0
Institutional Balanced Scorecard
5.1
Background of University’s Balanced Scorecard
The balanced scorecard is a management system (not only a measurement system) that
enables organisations to clarify their vision and strategy and translate them into action. It
provides feedback around both the internal business processes and external outcomes in
order to continuously improve strategic performance and results. When fully deployed, the
balanced scorecard transforms strategic planning from an academic exercise into the nerve
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centre of an organisation. The balanced scorecard suggests that we view the organization
from four perspectives and to develop metrics, collect data and analyse it relative to each of
these perspectives:
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The
The
The
The
Financial perspective
Customer Services/Stakeholder perspective
Internal/Business Process perspective
Learning and Growth perspective
Through the Balanced Scorecard, the University aims to monitor both its current performance
and its efforts to provide teaching, learning and research activities, improve customer
services, streamline key processes, provide an environment in which its employees are
motivated and developed, and enhance information systems. For each perspective, the key
results areas (KRA) should be identified from which the key performance indicators (KPI) are
developed with appropriate metrics or measurable targets. The implementation of the
strategic plan must take into account the line of accountabilities.
The Balanced Scorecard approach was first discussed during the Langkawi Workshop in 2006
in which early versions of the institutional scorecard and KPIs were developed. The general
concept and framework for the 2006 planning was as follows :
Institutional Goals
To be transformed to become a leading university by
2010
Key Results Areas (KRA) of the
Vice Chancellor
Ensure proper formulation & approval by the LPU of a
university transformation plan to be recognised as a
leading university by 2010
Key Results Areas (KRA) of the
Deputy Vice Chancellor
Contribute to the proper formulation and ensure
effective implementation of the strategic plan
Key Results Areas (KRA) of the
Deans
Contribute to the formulation of the strategic plans in
support of the university’s transfromation and ensure
effective implementation
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The overview of the Langkawi‘s strategic planning and its relation to the early version of the
university‘s balanced scorecard is summarised in the following diagram:
Source : ICG Technologies 2006
5.2
The Balanced Scorecard Framework
The BSC was fully adopted during the Melaka workshops at the end of 2008 whereby the
strategy map for 2009 was created and corporate or institutional balanced scorecard was
developed at the strategic level (Tier 0). Subsequently, the scorecards at Tier 1 for faculties
and units were then developed by cascading the institutional KPIs to the relevant faculties and
units. The overall framework for BSC and cascading process is similar to that shown in the
following diagram:
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Corporate
Scorecard
Faculties /
Units
Scorecard
Dept /
Division
Scorecard
Team /
Individual
Scorecard
5.3
Phase 2
Plan
Strategic Plan, Vision,
etc. provide guidelines
to build Scorecard
(Objectives, Strategy
Map, KPIs, and
Strategic Initiatives)
Phase 3
Integrate
Corporate
Strategic Plan
interfaces with
lower levels integration
Corporate
Targets/KPIs
SBU Scorecards
Revise &
Approve
Shared Service
Scorecard
Revise &
Approve
Individual
Scorecard
Revise &
Approve
Phase 4
Implement &
Monitor
Major
programmes,
projects, lead
change, etc.
Continuous Review and Improvement
Phase 1
Strategise
Establish
budgets,
allocate
resources,
manage
programmes,
etc.
Establish
budgets,
allocate
resources,
manage
programmes,
etc.
Establish
priorities, focus
on critical
issues, etc.
Strategic Objectives and the Strategy Map
A set of strategic objectives is developed for each of the Balanced Scorecard perspectives of
Stakeholder Perspective, Internal Process Perspective, Learning and Growth Perspective, and
Financial Perspective. A summary of the strategic objectives is shown in the following table
(this is an improved version from the original BSC2008). A strategy map of visual
representation, which indicates UTM‘s strategic priorities, is also developed.
UNIVERSITI TEKNOLOGI MALAYSIA – STRATEGIC OBJECTIVES 2009/2010
STAKEHOLDER
INTERNAL PROCESS
LEARNING &
FINANCIAL
PERSPECTIVE
PERSPECTIVE
GROWTH
PERSPECTIVE
S1: Globally
P1: Continuous Academic
L1: Attract & retain
F1: Prudent
marketable &
Quality Improvement
key competent &
Financial
outstanding
P2: Up-to-date & industry
productive staff
Management
graduates
relevant curriculum
L2: State-of-the-art
S2: Generate
P3: Scholarly publication &
facilities / digital
opportunities for
citations
infra-structure
life-long learning
P4: Outstanding leadership
L3: Conducive
S3: Notable
& contribution in research & working (research &
technological
innovation
social) environment
research &
P5: Quality management of
innovation
research & post-graduate
S4: Reputable
P6: Strong national &
international
international linkages
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standing
S5: Outstanding
contribution to the
society
P7: Increase income from
diverse sources
P8: Strong branding &
marketing capability
P9: USR for community
engagement & outreach
P10: Excellent service
delivery system
P11: Innovative students
transformation
UTM‘s Strategy Map first developed in 2008 for the BSC2009 and later improved during the
2009 Review Workshop as shown in the following diagram:
Stakeholders
Perspective
Strategic
Thrusts
VISION
MISSION
: To be recognised as a world-class centre of academic and technological excellence
: To be a leader in the development of human capital and innovative technologies that will
contribute to the nation’s wealth creation
T1 : Contribute to human capital
development by providing quality
education
T3 : Achieve desirable image &
branding that fulfills the
requirements of stakeholders
S3: Notable
technological
research &
innovation
institution
S1: Globally
marketable&
outstanding
graduates
T4 : Contribute to society
through community
engagement and outreach
S4: Reputable
international
standing
S5:
Outstanding
contribution
to society
S2: Generate
opportunities
for lifelong
learning
P1:
Continuous
academic
quality
improvement
Internal Processes
Perspective
T2 : Provide leadership &
contribution through research &
innovation
P2: Up-todate &
industryrelevant
curriculum
P3: Scholarly
publication &
citation
P4:
Outstanding
leadership and
cortribution in
Research &
innovation
P11: Innovative
students
transformation
P6: Strong
national &
international
linkages
P5: Quality
management of
research and
postgraduates
P8. Strong
marketing &
branding
capability
P9. USR for
community
engagement
and outreach
P7: Increase income
from diverse sources
P10. Excellent service delivery
L1: Attract &
State-ofCorporate
ScorecardL2:and
Key Performance
retain key
L3: Conducive Indicators (KPIs)
competent &
productive staff
Human Capital
the-art facilities
(Digital Infra)
Information Capital
working
(Research &
Social)
environment
Financial
Perspective
5.4
F1: Prudent
financial
management
Organisational Capital
Key Performance Indicators (KPIs) serve as effective tools in observing change as a corollary
of the strategic plan implementation. Using these comparable statistics, changes made to
current processes can cultivate positive movement toward national prominence as identified
within the strategic plan. KPIs allow the University community to monitor the extent to which
UTM is approaching its organizational and strategic goals. Some of the KPIs represent simple
headcounts or figures, while others can be more complex.
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5.4.1 Stakeholder Perspective Scorecard
5.4.2 Internal Process Perspective Scorecard
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STRATEGIC
OBJECTIVES
INTERNAL PROCESS
PERSPECTIVE
KEY PERFORMANCE INDICATORS
(KPI)
% of postgraduate intake with CGPA
P5: Quality Management
≥3.0 or equivalent
of Research
% of international postgraduates
Postgraduates
students
Number of active
P6: Strong National &
national/international
international Linkages
MoU/MoA/LoI/LoA and collaboration
with the industry
P7: Increase income,
Total income generated (from all
from diverse sources
sources)
STRATEGIC OBJECTIVES
TARGET 2009
KPI
OWNERS
100%
TNCAA
30%
6
TNCPI
RM30mil
Bursary
KEY PERFORMANCE INDICATORS
TARGET 2009
(KPI)
KPI OWNERS
INTERNAL PROCESS
PERSPECTIVE
P8. Strong marketing &
Branding Capability
P9: Corporate Social
Responsibility (CSR) for
Community Engagement and
Outreach
P10: Excellent Service
Delivery
No. of marketing (branding &
promotion) programs
Recruitments : 12
High Impact Branding
& Marketing Events :2
No. of staff participating in CSR
activities
High Impact: 30
Other : 60
No. of service learning programmes
(new)
3 new free university
community elective
programmes
Customer Satisfaction Index
80%
Marketing Unit
HEK
TNCAA
HEP (for student)
Quality Unit (for
staff)
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5.4.3 Learning & Growth and Financial Perspectives Scorecard
STRATEGIC OBJECTIVES
KEY PERFORMANCE INDICATORS (KPI)
TARGET 2009
KPI
OWNERS
% of academic staff with PhD/ DSc / DEng
50%
TNCPI
National : 70
International : 30
TNCAA
3.5
Registrar
LEARNING & GROWTH
PERSPECTIVE
L1: Attract & retain key competent &
productive staff
Number of staff registered as member in
professional bodies at national and
international level
Competency Index for Support Staff
PHB :20%
• % of facilities for teaching & learning
CICT : 90%
L2: State-of-the-art facilities (Physical fulfilling the required specification (e.g.
technology-enhanced classroom, E-Learning)
& Digital Infrastructure)
RM1000 per
• Increase in library digital content
student
L3: Conducive Working (Research &
Social) Environment
FINANCIAL PERSPECTIVE
F1: Prudent financial management
PHB
(physical)
CICT (digital
infra)
Libary
Employee Satisfaction Index
80%
Quality Unit
Cost (OE) per Student
RM17,000
Bursary
5.4.4 Vice-Chancellor’s KPIs and Targets
Although each of the KPIs has its specific owner at strategic or corporate level, but in general,
the corporate KPIs in the BSC are to be overseen by the Vice-Chancellor. In addition, the ViceChancellor has some specific KPIs which are considered critical success factors for the
University. These KPIs are derived or developed through specific strategic discussions with the
higher education ministry. The Vice-Chancellor‘s list of KPIs and targets sets the direction for
the University and serves as a major reference for the University-wide planning and future
focus.
Vice-Chancellor’s KPIs
1) % of staff with PhD
2) Number of refereed journal
publications
3) Number of citations
4) % of postgraduate students
5) Amount of annual research
grant
6) % of student employability
7) Number of spin-off
companies
8) Number of Intellectual
Property
9) % of research loading time
2008 baseline
37%
2010 targets
55%
2013 targets
75%
< 300
3,000
5,000
340
33%
3,000
40%
5,000
50%
RM35mil
RM50mil
RM100mil
83%
85%
90%
1
20
100
550
2,000
5,000
30%
50%
70%
15
6.0
Cascading the KPIs
Cascading simply means to further translate the strategic objectives, measures and initiatives
at the institutional or corporate level to the lower levels throughout the organizations. In
essence, cascading is about aligning the entire organization to common strategy regardless of
the organization‘s structure. Cascading allows every employee to participate in setting
meaningful objectives and measures within their own territory in line with what is set at the
higher level. These activities can flourish the spirit of involvement and teamwork. Employees
will have a blueprint of their contribution to the overall vision
6.1
Cascading Principles
The cascading development process at corporate level is based on the following simple
principles :
i) The cascading ‗tiering‘ will follow the organisational structure
ii) The strategy maps are developed for Tier 0 and up to Tier 1 only. Development of
strategy map/scorecards at department level is optional.
iii) Common vs Shared KPIs (on top of functional)
The simple cascading framework is as shown :
UTM
Tier 0
Tier 1
Intrn’l
Campus
FKKKSA
FOBE
FKE
Faculty X
RMC
Bursary
Registrar
IBS
Dept 1
Dept 1
Unit 1
BATC
Dept 2
Dept 2
Unit 2
XYZ
Tier 2
Tier 3
Individual KPIs
16
The cascading follows a simple process as follows :
(Source: MARFF Consulting 2008)
6.2
Cascaded Faculties Scorecards
The cascading of the corporate scorecard to the faculties was completed on the 16 th January
2009 whereby all the ‗academic-related‘ KPIs were distributed by a roll-out process in which
the values for the targets were negotiated with all the faculty deans. The 2009 cascaded
matrix for the faculties are as follows :
Stakeholder Perspective
UTM - TIER 0 (Corporate)
Target Tier0
Rollup ALL
Faculty
Rollup
FKM
FKE
FS
FAB
FBB
FKKKSA
FP
FKA
FKBSK
FKSG
85%
84%
84%
85%
85%
70%
85%
85%
75%
95%
85%
85%
85%
85%
85%
10%
18%
12%
15%
25%
10%
10%
15%
10%
10%
5%
10%
10%
10%
4
18
20
44
39
5
10
9
1
1
5
2
2
3
17%
20%
20%
FSKSM FPPSM
STAKEHOLDER
S1.1
S1.2
S2.1
S2.2
S2.3
L1.2
S4.1
S5.1
% of graduates employability locally within 6 months
% of graduates employed by MNC/ intrntl companies within 12
months
No. of new executive programmes
No. of new professional development programmes /short
courses
No of student enrollment for executive programmes (target
equally divided)
% of staff registered as members in professional bodies at
national and international level (Ir, Ar, Sr, etc)
THES Ranking (Top X)
No. of high-impact community projects
150
450
20%
17%
20%
4%
1
20%
Top 350
3
17
Internal Process Perspective
UTM - TIER 0 (Corporate)
Target Tier0
Rollup ALL
Faculty
Rollup
FKM
FKE
FS
FAB
FBB
FKKKSA
FP
FKA
FKBSK
FKSG
FSKSM FPPSM
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
PROCESS
P1.1
% of programmes accredited by professional bodies
P4.1
Employer Perception Index on graduates quality (reflective of
curriculum)
No. of publication in citation indexed journals including
refereed proceeding (published only)
No of citations for the university
No. of books authored
% of Research Experienced Staff (cohort)
(a) >20 years
P4.2
P4.3
P4.4
(b) 10 - 20 years
(c) <10 years
No of patents granted (national & intl)
No of IPR/ copyrights
Amount of grant/year (gov, private, international) - Mil
P2.1
P3.1
P3.2
P3.3
UTM - TIER 0 (Corporate)
80%
81%
81%
80%
80%
80%
80%
80%
80%
80%
90%
80%
80%
80%
80%
1000
1153
1003
85
300
150
90
10
100
30
80
8
50
50
50
3000
400
1740
377
1440
345
50
50
300
50
200
50
50
20
10
5
250
50
120
10
300
50
10
5
50
20
50
15
50
20
30%
40%
30%
20
1000
44
30%
40%
30%
23
1210
53.4
30%
40%
30%
18
1110
43.4
30%
40%
30%
2
120
5
30%
40%
30%
2
120
5
30%
40%
30%
2
120
5
30%
40%
30%
1
100
2
30%
40%
30%
1
10
1
30%
40%
30%
2
120
5
30%
40%
30%
2
120
0.4
30%
40%
30%
2
120
5
30%
40%
30%
1
10
6
30%
40%
30%
1
100
3
30%
40%
30%
2
120
5
30%
40%
30%
Target Tier0
Rollup ALL
Faculty
Rollup
FKM
FKE
FS
FAB
FBB
FKKKSA
FP
FKA
FKBSK
FKSG
100
100
95
5
15
5
5
2
30
15
2
2
5
6
3
60%
20
100%
40%
53%
25
100%
32%
53%
10
100%
31%
60%
60%
50%
2
100%
55%
50%
1
100%
30%
60%
1
100%
30%
100%
15%
60%
1
100%
30%
50%
100%
40%
60%
1
100%
30%
15%
100%
40%
100%
10%
60%
1
100%
30%
60%
1
100%
30%
50%
2
100%
30%
12
50
1
FSKSM FPPSM
PROCESS
P4.5
P4.6
P4.7
P5.1
P5.2
P6.1
P7.1
P10.1
No of awards (innovation, recognition, awards, stewardships
conferred by national and international learned and
professional bodies)
% of staff involved as principal researcher
Number of spin-off companies formed per year
% of postgraduate intake with CGPA ≥3.0 or equivalent
% of international postgraduates students
Number of active national/international MoU/MoA/LoI/LoA and
collaboration with the industry
Total income generated (from all sources) - Mil
Customer Satisfaction Index
12
91
86
5
15
6
12
2
10
4
8
3
5
4
30
52.55
10.05
1
1
0.1
0.3
0
2.7
1.3
1
0.25
1.65
0.75
80%
82%
82%
80%
80%
80%
80%
80%
90%
85%
90%
80%
80%
80%
80%
Learning & Growth and Financial Perspective
Target Tier0
Rollup ALL
Faculty
Rollup
FKM
FKE
FS
FAB
FBB
FKKKSA
FP
FKA
FKBSK
FKSG
50%
51%
54%
55%
60%
60%
58%
50%
55%
50%
55%
50%
50%
50%
50%
50%
66%
69%
80%
80%
80%
80%
80%
80%
10%
80%
80%
80%
80%
20%
L2.3
% of academic staff with PhD/DSc,D Eng
% of staff appointed as leaders/committee/members for the
national and international bodies/associations
Competency Index for Support Staff (1-5 scale)
% of facilities for teaching & learning fulfilling the required
specification - SMART Classrooms (PHB)
% of facilities for teaching & learning fulfilling the required
specification - Digital Infra (CICT)
% increase of library digital content (PSZ)
5%
5%
L3.1
Employee Satisfaction Index
80%
81%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
17000
17000
UTM - TIER 0 (Corporate)
FSKSM FPPSM
L&G and FIN
L1.1
L1.2
L1.3
L2.1
L2.2
Cost (OE) per student (RM) (Bursary)
F1.1
3.5
20%
20%
80%
80%
Note: To be cascaded as BUDGET VARIANCE to all Tier 1
with target 5%
6.2
Cascaded Units Scorecards
The cascading to the units was done concurrently with the faculties and the cascaded matrix
was also completed on the 16th January 2009. There are fewer roll-up figures for the units
because most of the KPIs are either of ‗academic-based‘ or ‗research-based‘. Units play a
supporting role to the major University‘s core activities.
Stakeholder Perspective
UTM - TIER 0 (Corporate)
Target Tier0
Rollup ALL UTMIC SPACE PPIPS Bursary
Registrar
CICT
RMC
BIP
SPS
PSZ
PHB
HEP
HEA
STAKEHOLDER
S1.1
S1.2
S2.1
S2.2
S2.3
L1.2
S4.1
S5.1
% of graduates employability locally within 6 months
% of graduates employed by MNC/ intrntl companies within 12
months
No. of new executive programmes
No. of new professional development programmes /short
courses
No of student enrollment for executive programmes (target
equally divided)
% of staff registered as members in professional bodies at
national and international level (Ir, Ar, Sr, etc)
THES Ranking (Top X)
No. of high-impact community projects
85%
84%
85%
10%
18%
85%
3
15
450
150
300
17%
5%
4
20
44
150
20%
Top 350
3
85%
3
2
350
18
Internal Process Perspective
UTM - TIER 0 (Corporate)
Target Tier0
Rollup ALL UTMIC SPACE PPIPS Bursary
Registrar
CICT
RMC
BIP
SPS
PSZ
PHB
HEP
HEA
Registrar
CICT
RMC
BIP
SPS
PSZ
PHB
HEP
HEA
PROCESS
P1.1
% of programmes accredited by professional bodies
P4.1
Employer Perception Index on graduates quality (reflective of
curriculum)
No. of publication in citation indexed journals including
refereed proceeding (published only)
No of citations for the university
No. of books authored
% of Research Experienced Staff (cohort)
(a) >20 years
P4.2
P4.3
P4.4
(b) 10 - 20 years
(c) <10 years
No of patents granted (national & intl)
No of IPR/ copyrights
Amount of grant/year (gov, private, international) - Mil
P2.1
P3.1
P3.2
P3.3
UTM - TIER 0 (Corporate)
100%
100%
100%
80%
81%
80%
1000
1153
150
3000
400
1740
377
300
20
30%
40%
30%
20
1000
44
30%
40%
30%
23
1210
53.4
30%
40%
30%
5
100
10
Target Tier0
12
Rollup ALL UTMIC SPACE PPIPS Bursary
PROCESS
P4.5
P4.6
P4.7
P5.1
P5.2
P6.1
P7.1
P10.1
No of awards (innovation, recognition, awards, stewardships
conferred by national and international learned and
professional bodies)
% of staff involved as principal researcher
Number of spin-off companies formed per year
% of postgraduate intake with CGPA ≥3.0 or equivalent
% of international postgraduates students
Number of active national/international MoU/MoA/LoI/LoA and
collaboration with the industry
Total income generated (from all sources) - Mil
Customer Satisfaction Index
100
100
5
60%
20
100%
40%
53%
25
100%
32%
60%
100%
50%
12
91
?
30
52.55
10
20
80%
82%
80%
90%
15
100%
40%
40%
5
10
80%
80%
2.5
80%
90%
80%
85%
80%
80%
80%
80%
70%
Registrar
CICT
RMC
BIP
SPS
PSZ
PHB
HEP
HEA
85%
80%
Learning & Growth and Financial
UTM - TIER 0 (Corporate)
Target Tier0
Rollup ALL UTMIC SPACE PPIPS Bursary
L&G and FIN
L1.1
50%
51%
20%
50%
66%
70%
L2.3
% of academic staff with PhD/DSc,D Eng
% of staff appointed as leaders/committee/members for the
national and international bodies/associations
Competency Index for Support Staff (1-5 scale)
% of facilities for teaching & learning fulfilling the required
specification - SMART Classrooms (PHB)
% of facilities for teaching & learning fulfilling the required
specification - Digital Infra (CICT)
% increase of library digital content (PSZ)
5%
5%
L3.1
Employee Satisfaction Index
80%
81%
17000
17000
L1.2
L1.3
L2.1
L2.2
Cost (OE) per student (RM) (Bursary)
F1.1
6.3
50%
50%
25%
3.5
3.5
20%
20%
80%
80%
3.5
20%
80%
5%
80%
85%
80%
80%
80%
80%
80%
80%
80%
80%
80%
17000
Note: To be cascaded as BUDGET VARIANCE to all Tier 1
with target 5%
Scorecards for the Research Alliances
A Research Alliance is a formal and strong association of existing centres of excellence,
laboratories, formal and informal groups of individual professors, established research groups
within UTM (possibly involving outside parties). The Research Alliance aims to conduct worldclass leading-edge research right through the whole value chain including knowledge
discovery, desimination and commercialisation within focused areas, which by nature are
multi-disciplinary.
A Task Force for developing KPIs for UTM‘s Research Alliance was formed on 10 th July 2009
where members were selected and appointed by TNCPI to develop KPIs and scorecards for all
the 11 newly formed research alliances. All the research-based KPIs were transferred from the
existing Faculties scorecards to the Research Alliances and the roll-up process was done
through a consensus meeting involving faculty deans and RA directors.
19
Internal Process Perspective (RA)
20
21
Learning and Growth Perspective (RA)
22
7.0
Aligning UTM’s Strategic Plan to the National Plan
7.1
Aligning to the National Strategic Plan (PSPTN)
UTM‘s strategic plan is aligned with the national PSPTN by:
1)
Taking into account the requirements of national plan when developing the university‘s
strategic objectives and KPIs during the University-wide planning;
2)
Aligning University‘s activities related to the 12 national CAPs (critical agenda projects).
PSPTN implementation is carried out through 12 Critical Agenda Projects (CAPs) at the
national level where each CAP has been assigned with Strategic Objectives and related
Indicators. All IPTAs are assessed through a Peer Review programme, in terms of the
implementation of their strategic plans that contributes to the strategic objectives in PSPTN.
To ensure an effective coordination and monitoring of the CAP activities at University level,
UTM has formed a coordination committee for PSPTN comprising the 12 university-level CAP
leaders. The roles of UTM CAP leaders are as follows :
1) Identify and coordinate University key activities that support the national CAPs
strategic objectives in PSPTN;
2) Monitor the implementation of the key activities and their achievement;
3) Carry out institutional self-rating on the implementation of the key activities based on
the related milestones;
4) Act as a liaison for the University in matters related to national CAPs activities at
MOHE.
The UTM CAP Committee comprises:
1) Academia – Dean of Undergraduate
2) Quality Assurance – Director of Quality
3) Governance – Registrar
23
4) Graduate Employability – Dean of Undergraduate Studies
5) Holistic Student Development – Director of Co-Curriculum
6) Industry & Academia – Director of BIP
7) Internationalization – Director of International Affairs
8) Leadership – Registrar
9) Lifelong Learning – Dean of SPACE
10) MyBrain15 – Dean of SPS
11) R&D – Director of RMC
12) Teaching & Learning – Director of CTL
7.2
Institutional Program Management Office (iPMO)
The PMO (Programme Management Office) at MOHE oversees the PSPTN implementation and
progress tracking in all IPTAs. The iPMO (Institutional Programme Management Office) is
established in all IPTAs to coordinate PSPTN implementation at university level. At UTM, The
Office of Corporate Affairs (HEK) functions as the iPMO, which also acts as liaison with MOHE
for PSPTN implementation. The terms of reference for HEK as the iPMO are as follows:
TOR for iPMO
1) Assist Project Team plan, design, and test detailed strategies. Facilitating interviews
and access to IPT data and expertise, and provide feedback on the suitability of the
strategies.
2) iPMO is expected to facilitate the selling process to encourage IPTs to adopt suitable
transformation strategies developed by Project Teams.
3) Work with IPT senior management and academics to align the institution’s strategic
plan, KPIs, and shorter-term operating plans to MOHE’s strategic objectives.
4) Review iPMO projects for status (progress against plan, resourcing, expenditure etc.),
methodology (compliance) and provide reports to PMO.
7.3
UTM’s Critical Agenda Projects (CAP) and Self-Rating
The CAPs activities are the main alignment aspects of UTM‘s strategic plan and the national
PSPTN. The key activities supporting the national CAPs were identified by each of UTM‘s CPAs
group during the 2009 Review Workshop on 23-25 October 2009. UTM had also carried out
the self-rating for all of its CAP activities related to the PSPTN. Our 2009 key activities aligned
to the national CAPs strategic objectives and their self-rating are summarised in the following
templates (the figures are valid prior to the institutional peer review) :
24
CAP1 : Academia
CAP : ACADEMIA
Strategic Objectives
Indicators
S01 : Menyemarak dan mengukuhkan budaya intelektual & kesarjanaan.
Bilangan IPT melaksanakan (planning, delivery & assessment) Pelan Komprehensif Pembudayaan
Intelektual dan Kesarjanaan IPTA masing-masing, bagi menambahbaik tanggapan umum terhadap
akademia sebagai pusat pembangunan budaya intelektual dan kesarjanaan.
SO2 : Menghargai ahli akademik yang hebat dan unggul
Bilangan IPT melaksanakan (planning, delivery & assessment) Pelan untuk memberi penghargaan dan
sanjungan kepada Ahli Akademik yang hebat dan unggul sebagai usaha untuk menggalakkan
pembangunan profesional akademia
SO3 : Mencari, memilih & mengekalkan ahli akademik terbaik
Bilangan IPT melaksanakan (planning, delivery & assessment) Pelan Pengurusan Tenaga Akademik bagi
memperkasakan akademia dimana tenaga kerja perlu mempunyai standard dan kualiti yang tinggi di IPT
masing-masing
S04 : Mengukuh wibawa, meningkatkan integriti & profesionalisma.
Bilangan IPT melaksanakan (planning, delivery & assessment) Pelan Pengukuhan Wibawa, Integriti &
Profesionalisma Tenaga Akademik dalam usaha mempertingkatkat kredibiliti akademia.
COLUMN 6
COLUMN 1
COLUMN 2
COLUMN 3
COLUMN 4
COLUMN 5
Key Activities
Weight
Milestone 1
Self-rating
*Total Score
SO1
1.Pelaksanaan inisiatif
ekosistem kesarjanaan
0.30
Pelan Pembangunan ekosistem
kesarjanaan
5
1.5

Program penghargaan staf
akademik terbaik
0.15
Majlis Anugerah Citra Karisma
5
0.75
Mendapat dan mengekalkan
staf akademik terbaik
0.25
Kertas kerja polisi untuk
mendapat dan mengekalkan staf
akademik terbaik
2
0.5
4. Menggalakkan staf
meningkatkan profesionalisma
0.10
Pangkalan data staf yang
membuat industrial attachment
dan menjadi perunding dan
penasihat kepada industri
3
0.3



5. Insentif Penggalakkan
Penerbitan
0.20
Pelaksanaan polisi bayaran
insentif penerbitan
5
1



TOTAL
SO2
SO3
SO4




4.05
1
CAP 2 : Quality Assurance
CAP : QUALITY ASSURANCE
Strategic Objectives
Indicators
SO1 : Implementation of Programme Accreditation
Programme accreditation report
SO2 : Implementation of self-accreditation audit
Self-accreditation audit report
SO3 : Implementation of SETARA 2009 on Universities and University Colleges
2009 SETARA report
SO4 : To increase access to quality HE (KRA1)
Universities to achieve at least 4-Star in SETARA (for RUs) and 3-Star (for other universities).
SO5 : To increase access to quality HE (KRA1)
At least one university to achieve 5-Star in SETARA.
SO6 : To increase access to quality HE (KRA1)
All mature programs have been accredited by MQA.
SO7 : Implementation of APA (Institutional Audit) on 58 HEIs
Institutional Audit report for each HEIs
COLUMN 6
COLUMN 1
COLUMN 2
COLUMN 3
COLUMN 4
COLUMN 5
Key Activities
Weight
Milestone 1
Self-rating
*Total Score
0.3
Submission of APA Report
5
1.5
2. Conduct Internal Audit for
APA
0.1
Completion of Audit Exercise and
Producing Internal Audit Report
2
0.2
3. Form task force and
coordinate the collection of data
0.2
Completion of data for SETARA
2
0.4
4. Ensure all new programmes
comply with MQA requirements
0.2
All new programmes are ready for
provisional accreditation
4
0.8

5. Apply for reaccredation of
existing programmes
0.2
All programmes are accredited
4
0.8

1. Prepare documentation for
APA (Institutional Audit)
TOTAL
1
SO1
SO2
SO3
SO4
SO4
SO4






3.7
25
CAP 3: Governance
CAP : GOVERNANCE
Strategic Objectives
Indicator
SO1 : Perundangan (Tadbir Urus): Memberi autonomi yang lebih tinggi kepada IPTA melalui penurunan
kuasa kepada LPU, NC dan Senat selepas pindaan AUKU 2009, Akta UiTM, dan Perlembagaan UIAM
i) PINDAAN PERLEMBAGAAN
YA/TIDAK ,
ii) % BILANGAN STATUT YANG DIPINDA,
iii) % BILANGAN KAEDAH DAN PERATURAN YANG DIPINDA
SO2 : Penjanaan Pendapatan: Mengurangkan kebergantungan IPTA terhadap bantuan kewangan Kerajaan
melalui pemantapan penjanaan pendapatan
i)% SUMBANGAN IPTA KEPADA BAJET OPERASI IPTA
ii)% SUMBANGAN IPTA KEPADA BAJET PEMBANGUNAN IPTA
SO3 : Pengambilan Pelajar: Memberi autonomi dalam pengurusan pengambilan pelajar kepada universiti
APEX
Jenis dan bilangan IPTA yang diberi autonomi pengambilan pelajar
COLUMN 1
COLUMN 6
COLUMN 3
COLUMN 4
COLUMN 5
Weight
Milestone 1
Self-rating
*Total Score
SO1
1.Melaksanakan pindaan AUKU,
Statut, Tatatertib Pelajar dan
Perlembagaan Universiti.
0.3
Pindaan telah
siap & dalam
proses
pewartaan
5
1.5

2. Melaksanakan penurunan Kuasa
dari LPU kepada Jawatankuasa yang
lebih rendah.
0.2
Penurunan
kuasa telah
dilaksanakan
3
0.6

3.Menubuhkan dan memantapkan
anak syarikat universiti.
0.1
Beberapa anak
syarikat telah
ditubuhkan
4
0.4

4. Melaksanakan kursus-kursus
selain program perdana melalui
SPACE, UPPK, BATC, IBS
0.3
Kursus-kursus
telah
dilaksanakan
5
1.5

5. Membuat pelaburan untuk
menambah pendapatan universiti.
0.1
Pelaburan telah
dilaksanakan
5
0.5

TOTAL
COLUMN 2
SO2
SO3
4.5
1.0
CAP 4: Graduate Employability
CAP: GRADUATE EMPLOYABILITY
Strategic Objectives
Indicator
SO1 : To increase the percentage of graduates being employed within six months after study completion (Mac '09 83.8% UTM)
The percentage of graduates being employed within 6 months
after completed their studies
SO2 : To increase graduates' employability (KRA2)
The percentage of employers who provide positive feedback on
quality of graduates.
COLUMN 6
COLUMN 1
COLUMN 2
COLUMN 3
COLUMN 4
COLOUMN 5
Key Activities
Weight
Milestone 1
Self-rating
"Total Score"
SO1
Curriculum review which includes the
development of UTM graduates attributes
0.4
Completion of
programme
specification for all
programmes
5
1

Graduating students support
employability program
0.2
4
1.2


Establishing career support programe
0.1
Setting up Career
Development Unit
4
0.8


0.1
Completion of
survey
3
0.3


0.2
Completion of
graduates
employment
research database
and data analysis
3
0.6


Conducting employers survey
Conducting tracers study of graduating
students
TOTAL
1
Implementation of
UTM Degree ++
Programme
SO2
3.9
26
CAP 5 : Holistic Student Development
CAP : HOLISTIC STUDENT DEVELOPMENT
Strategic Objectives
Indicator
SO1: Meningkatkan bilangan MODUL kokurikulum yang dikreditkan di IPT
BILANGAN MODUL KOKURIKULUM YANG DILAKSANAKAN BERDASARKAN
8 Teras Utama (Kepimpinan, Keusahawanan, Kesukarelawanan, Sukan,
Daya Usaha & Inovasi, Kebudayaan, Khidmat Komuniti dan Pengucapan
Awam)
SO2: Mempertingkatkan dan menambahbaik pelaksanaan kokurikulum berkredit berteraskan Hasil
Pembelajaran (LO) dan Kemahiran Insaniah (KI).
PERATUSAN(%) KOKURIKULUM YANG BERKREDIT DI IPT DI SEMAK
SEMULA adalah berdasarkan Hasil Pembelajaran, Kemahiran Insaniah dan
Taksonomi yang bersesuaian merangkumi keseluruhan rekabentuk
kokurikulum, kaedah penyampaian dan penaksiran
COLUMN 1
COLUMN 2
Key Activities
Weight
1. To determine and improve
current co-curriculum subjects
/ modules
2. To increase number of
subject offered to students
COLUMN 4
COLUMN 5
Milestone 1
Self-rating
*Total Score
SO1
SO2
2
0.4


2
0.3


Completion of
subject revision
and content
updating
Completion of
study on new
subjects (8
attributes)
0.2
0.15
COLUMN 6
COLUMN 3
3. To increase number of
credited subject based on LO
and KI
0.2
Completion of
content revision for
SUKSIS and
PALAPES
2
0.4


4. To increase number of
trainer for high demand subject
0.2
A new pool of
trainers for high
demand subject
2
0.4


0.25
Proposal to giving
credit to student
activity
2
0.5


5. To give credit to student
activities eg. MPP and
ROBOCON
TOTAL
2
1
CAP 6 : Industry and Academia
CAP : INDUSTRY & ACADEMIA
Strategic Objectives
Indicator
SO1 : To increase the number of industrial partnership
1.The number of collaborations with industries in relevant
activities e.g. contract research consultancy, seminars,
symposium, dialogues, input for curriculum enhancement, courses
for life-long learning etc.
SO2 : To increase the number of students and lecturers in industrial training/attachment
1.The number of students being placed at industry local and
abroad for the industrial training/mobility program
2. The number of lecturers being placed at industry for attachment
COLUMN 6
COLUMN 1
COLUMN 2
COLUMN 3
COLUMN 4
COLUMN 5
Key Activities
Weight
Milestone 1
Self-rating
*Total Score
SO1
SO2
0.2
Secure 40 joint
projects
5
1


0.2
20 industries peer
participation
3
0.6

0.2
30 staffs
undergoing
attachments
4
0.8

Industrial training / mobility
programme
0.2
1000 students
undergoing
attachments
5
1

Industry panel for curriculum
review and enhancement
0.2
All faculties
conduct annual
review
5
1
Joint R & D and consultancy
UTM CEO Forum
Industrial attachment
programmes
TOTAL
1

4.4
27
CAP 7 : Internationalization
CAP : INTERNATIONALIZATION
Strategic Objectives
Indicator
SO1 : Increase number of international students
Percentage of international students studying in Malaysian HEIs to total student population
SO2 : Increase number of international staff
Percentage of international academic staff at Malaysian HEIs to total academic population
SO3 : To internationalise Malaysia's higher education sector (KRA3)
Number of sponsored international students
SO4 : To internationalise Malaysia's higher education sector (KRA3)
The number of international students enrolled at masters/PhD levels at IPTAs.
SO5 : To make Malaysia a hub of higher education excellence (KRA3)
Multilateral/bi-lateral recognition
COLUMN 1
COLUMN 2
Key Activities
COLUMN 6
COLUMN 3
COLUMN 4
COLUMN 5
Weight
Milestone 1
Self-rating
*Total Score
SO1
SO2
0.25
Recognition by 50
countries
4
1

International Road Show and promotion
SO3
SO4
SO5





0.2
Organized 6 major
events per year
5
1


Partcipation in International Membership
/ rating Agency
0.1
2 international
rating agencies
4
0.4





Research and Academic Partnership
0.2
Approval of
classification of MOU
5
1





0.25
1100 abroad on GOP
by Nov 2009
5
1.25




International Meetings Organized
Students and Staff Mobility Programs
TOTAL
4.65
1
CAP 8: Leadership
CAP : LEADERSHIP
Strategic Objectives
Indicator
SO1 : Memantapkan kriteria pemilihan NC, TNC dan Pengerusi LPU
Bilangan kriteria
SO2 : Memantapkan proses pelantikan TNC IPTA melalui penubuhan Jawatankuasa Memperakukan Pemilihan
Timbalan Naib Canselor
Bilangan Jawatankuasa Memperakukan Pemilihan Timbalan Naib Canselor
SO3 : Penambahbaikan dam pengemaskinian pangkalan data komprehensif calon pengurusan tertinggi IPTA
(talent pool)
Penambahan bilangan calon dalam pangkalan data
SO4 : Membangunkan Sahsiah, Intergriti, DAN MEMBINA ASAS-ASAS KEPIMPINAN Pensyarah Muda di IPTA
% pensyarah muda (berumur 35 tahun dan ke bawah) dari populasi tersebut yang mengikuti program
Pensyarah Muda anjuran KPT (Sejak tahun 2007)
SO5 : Memperkasakan kualiti IPT Malaysia (KRA1)
Latihan untuk Master Trainer dalam bidang Pedagogi dan Pembelajaran Berpusatkan-Pelajar.
SO6 : Memperkasakan kualiti IPT Malaysia (KRA1)
Peningkatan peratus pegawai utama IPT (Ketua Jabatan ke atas) mengikuti latihan anjuran AKEPT.
COLUMN 6
COLUMN 1
COLUMN 2
COLUMN 3
COLUMN 4
COLUMN 5
Key Activities
Weight
Milestone 1
Self-rating
* Total Score
SO1
SO2
0.1
Kriteria dan
asas pemilihan
telah disiapkan
5
0.5


2. Mewujudkan jawantankuasa pemilih dan
melaksanakan proses pemilihan
bagi jawatan TNC, Dekan, Pengarah dan
Timbalan-timbalan bagi jawatan tersebut
0.2
J/Kuasa telah
dtubuhkan
beserta Terma
Rujukan
5
1.0


3 Memperkasakan daya kepimpinan
pegawai utama universiti melalui kursuskursus anjuran AKEPT, INTAN, BTN dan
kursus-kursus dalaman.
0.2
60% pegawai
mengikuti
kursus
3
4. Melaksanakann kursus-kursus P&P dan
kepimpinan kepada pensyarah muda
0.2
Modul telah
dibangunkan dan
program akan
dilaksanakan
2010
5. Mengujudkan pangkalan data sumber
manusia dan kewangan.
0.3
80% pangkalan
data telah siap
1. Menetapkan kriteria dan asas pemilihan
yang diperakukan oleh JPU
TOTAL
1.0
SO3
SO4
SO5
0.6


4
0.8


4
1.2
SO6

4.1
28
CAP 9 : Lifelong Learning
CAP : LIFE LONG LEARNING
Strategic Objectives
Indicator
SO1 : To increase nos of Malaysian participating in LLL
No of Malaysians enrolled on LLL course
SO2 : To enhance lifelong learning (KRA5)
Annual rate of increase in participants above the age of 30 in Community Colleges
SO3 : To enhance lifelong learning (KRA5)
Annual rate of increase of participation in executive/professional programs in IPTAs
SO4 : To enhance lifelong learning (KRA5)
Increase in enrolment in Open Distant Virtual Learning (ODVL).
COLUMN 6
COLUMN 1
COLUMN 2
COLUMN 3
COLUMN 4
COLUMN 5
Key Activities
Weight
Milestone 1
Self-rating
*Total Score
SO1
0.4
25 new
programmes
offered
5
2

0.2
Completion 10
coursewares
4
0.8
0.2
Participation in 20
educational fairs
4
0.8


0.1
3 new centres
established
4
0.4


5.Implement Research & Publication
0.1
Completion of 3
Projects
2
0.2


TOTAL
1
1. Develop New Part Time
Programmes
2.Develop On-Line Coursewares
3.Promotion and Marketing
Initiative
4.Setting Up of New Learning
Centres
SO2
S03
S04



4.2
CAP 10 : MyBrain15
CAP : MYBRAIN 15
Strategic Objectives
Indicator
SO1 : To achieve 60,000 PhD holders in Malaysia by 2023
Total no of PhD holders.
SO2 : To increase access to quality HE (KRA1)
Average percentage of lecturers in IPTA with PhD or
equivalent
COLUMN 1
COLUMN 2
Key Activities
COLUMN 6
COLUMN 3
COLUMN 4
COLUMN 5
Weight
Milestone 1
Self-rating
*Total Score
SO1
0.3
1. Second intake will
enroll in sem II
2009/2010
2. revise
implementation
5
1.5

2.New Customer Oriented Doctoral Programme
0.2
1.Approval of
senate paper
2.Eng. Doc and
Eng. Edu have been
offered
4
0.8
3.Flexible Options to Minimize Doctoral
Programme Duration
0.2
4
0.8

4.Plan implementation of PhD study leave program
for staff
0.2
Annual plan
implemented
5
1

5. Retain retired staff with Ph.D as contract staff (3
years and up to age of 65)
0.1
Heve been
implemented
5
0.5

TOTAL
1
1.Fast-Track Programe for Local 1st Class Bachelor
Graduate
Senate Approval
for Revision of
Minimum Duration
SO2


4.6
29
CAP 11 : R&D
CAP : R & D
Strategic Objectives
Indicator
SO1 : Meningkatkan pengkomersilan hasil R&D IPT
Peratusan berdasarkan bilangan keseluruhan hasil R&D IPT
SO2 : Meningkatkan bil MoHE CoE bertaraf antarabangsa
Jumlah Pusat Kecemerlangan
SO3 : Meningkatkan jumlah dana (RM Juta) bagi FRGS
Bagi setiap RM1 Juta, diunjurkan 15 projek diperuntukkan bagi FRGS
SO4 : Meningkatkan nisbah bilangan RSE kepada Pekerja
bil penyelidik, saintis dan jurutera (RSE):10000 pekerja
SO5 : Meningkat peratusan dana penyelidikan daripada pihak industri dan antarabangsa
Peratusan dana penyelidikan yang diterima IPT dari pihak industri dan luar negara
SO6 : Mengiktiraf bil IPT sebagai Universiti Penyelidikan (RU)
Jumlah Universiti Penyelidikan di Malaysia
SO7 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4)
Nisbah IP terhadap setiap RM1Juta nilai geran yang dibelanjakan
SO8 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4)
Nisbah pendapatan yang dijana terhadap setiap RM1Juta geran
SO9 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4)
Bilangan artikel dalam jurnal terindeks
SO10 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4)
Bilangan buku ilmiah baru yang diterbitkan
SO11 : Meningkatkan kegiatan R&D untuk memperkayakan ilmu dan pengkomersilan (KRA4)
Jumlah faktor impak dari penerbitan kertas jurnal.
COLUMN 6
COLUMN 1
COLUMN 2
COLUMN 3
COLUMN 4
COLUMN 5
Key Activities
Weight
Milestone 1
Self-rating
*Total Score
SO1
1.Menjalin kerjasama R&D dengan
Industri dan institusi antarabangsa
0.4
Memperolehi
jumlah
peruntukan
RM30juta
5
2

2. Mengkomersial produk R&D
0.2
Pengkomersiala
n lapan (8)
produk
3.5
0.7

0.1
Menghasilkan
1000 pendaftaran
harta intelek
5
0.5

4. Menghasilkan penerbitan
daripada aktiviti R&D
0.1
Mencapai
Cumulative
Impact Factor
(CIF ) 375
3
0.3
5. Menyediakan tenaga kerja mahir
yang kreatif dan inovatif bagi
keperluan negara
0.2
Seramai 400 RO
telah dilantik
3
0.6
3.Mendaftar harta intelek
TOTAL
SO2
SO3
SO4
SO5
SO6
SO7
SO8
SO9
SO10


















SO11


4.1
1
CAP 12: Teaching & Learning
CAP : TEACHING AND LEARNING
Strategic Objectives
Indicators
SO1 : Mempertingkat dan mengekalkan kualiti program akademik
Peratusan program di IPT dilaksanakan (designing, delivery & assessment) berdasarkan Hasil
Pembelajaran, Kemahiran Belajar, Kemahiran Insaniah dan Taksonomi yang bersesuaian dengan keperluan
pihak berkepentingan (seperti badan akreditasi, Lembaga Penilai
SO2 : Memastikan atribut pelajar dicapai berdasarkan Generic Student Attributes
Peratusan pelajar yang mencapai minimum 7 GSA atau ketetapan minimum yang diperlukan oleh badan
akreditasi
SO3 : Meningkatkan kualiti pensyarah
Peratusan pensyarah sekurang-kurangnya:
1. mempunyai jumlah penerbitan buku/journal/modul pengajaran dll seperti yang ditetapkan oleh IPT
masing-masing; ATAU
2. mendapat anugerah,/sijil/IP/dll; ATAU
3. mencapai tahap penilaian pengajaran oleh pelajar ATAU
SO4 : Mempertingkatkan kualiti staf bukan akademik
1. Peratusan staf bukan akademik lulus PTK; ATAU
2. Peratusan staf bukan akademik yang mencapai indeks kompetensi (skala 1-5)
SO5 : Mempertingkat dan mengekalkan kualiti kemudahan peralatan dan fizikal yang kondusif
1. IPT mencapai sekurang-kurangnya peratusan tahap 'compliance' yang di tetapkan dalam pelan
pembangunan peralatan dan fizikal yang kondusif seperti yang dirancangkan oleh IPT masing-masing.
ATAU
2. IPT mencapai sekurang-kurangnya peratusan Benchmarked Standard yang ditetapkan dalam MQA
COLUMN 6
COLUMN 1
COLUMN 2
COLUMN 3
COLUMN 4
COLUMN 5
Key Activities
Weight
Milestone 1
Self-rating
*Total Score
SO1
1. Semakan semula polisi P&P dan
kod amalan untuk keperluan
akreditasi program
0.3
Sembilan kod
amalan siap
disemak
4
1.2

2. Kajian rintis GSA (kompetensi IT,
penyelesaian masalah dan
kompetensi BI
0.2
Laporan siap untuk
3 GSA daripada 7
atribut graduan UTM
4
0.8
3. Penilaian pensyarah e-ppp dan elearning
0.3
Laporan siap
untuk program
pra siswazah
5
1.5
4. Latihan dalaman untuk staf
sokongan
0.1
Penawaran 5
kursus oleh
Fakulti
3
0.3
5. Melakukan audit peralatan dan
kemudahan fizikal mengikut
standard dokumen MQA
0.1
Laporan siap
utnuk 5 Fakulti
3
0.3
TOTAL
1
SO2
SO3
SO4
SO5




4.1
30