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2. Tempat: Swiss-Garden Hotel & Residences Malacca T2-4, The Shore @ Melaka River, Jalan Persisiran Bunga Raya, Tarikh: 28-30 Oktober 2015 75300 Melaka Tengah, Melaka. Dianjurkan oleh: Pejabat Naib Canselor Universiti Teknologi Malaysia dengan kerjasama Bahagian Pembangunan Modal Insan, Pejabat Pendaftar

3. Objektif Bengkel: i. Untuk mengkaji semula keberkesanan pelaksanaan pelbagai inisiatif dan program di bawah Fasa II, Pelan Global UTM 2012-2020 sepanjang tahun 2015, sejajar dengan Pelan Pembangunan Pendidikan Malaysia 2015- 2025 (Pendidikan Tinggi); ii. Untuk menambahbaik key amal indicator (KAI) sedia ada dan menentukan pemberat masing- masing; dan iii. Untuk membuat pengubahsuaian kepada inisiatif, sasaran dan program tahun 2016, berdasarkan senario semasa.

4. Refresher on PGU2

5. Refresher On PGU2 2020 UTM targets 1.27 000 active students Full time PG and UG both local and international 2.Graduate focused University 60% (16 200 PGs and 10 800 UGS) 3.Staff to student Ratio of 1: 8 to 1:10 4.Academic Staff to Non Academic Staff ratio of 1: 1.3 5.85% Academic Staff with PhDs 6.Preserving our Research University (RU) Status

6. 7.6 Star status on SETARA 8.Top 50 in QS ranking for Engineering & Technology 9.Students Employability Index of 80% 10.Generating 30 % of OPEX through internal sources

7. Achievements of KAIs As reported by presenters Overachieved by more than 100% - are these truly KAIs? Achieved ~ 100% If it doesn’t look like changing, perhaps change it to other KAIs Below target~ why not? Over estimate?Reduce target? KAIs are equally weighted~ All KAIs are equal but some are more equal than others

8. What has changed since Jan 2015? Political, Economic, Social and Technological analysis (PEST) Political- Iran signs the nuclear profileration treaty. No longer considered a pariah state. Iran Students will flock back to the West? Economic- Plunging price of oil. Oil producers are suffering huge decreases. Locally GST has contributed to higher cost of living, Economy not bullish, Universities encouraged to be self-reliant, Education is becoming more expensive hence we are losing our competitive advantage, Huge cuts in public spending will further exercebate the problem Social- EMGS-visa, increased competition, new visa requirements, need for life-long learning Technology- On-line courses, new forms of learning and assessment

9. Translated into Lowering of Demand for Postgraduate applications, acceptances and actual registrations Ditto for UG due to competition from other RUs Drop in university revenue & research funding May significantly impact on our ability to achieve KAIs and may adversely impact our targets

10. And Yet…….. 1.RUs KAIs yet to be altered- if anything, the expectations on target attainment remains unchanged 2.Financial sustainability must be a faculty’s priority 3.Forward Planning is essential 4.Need faculty wide commitment to meet the targets 5.New work culture/thinking is needed

11. Change is just around the corner!!

12. What does this mean?

13. Move from cost centre to profit centre Faculties must take charge of setting KAIs and achieving them especially in terms of target students nos R&D funding from external & foreign sources Improving Efficiency becomes a top priority- so far excellent service delivery is hindered by bureaucracy and procedural red tape.

14. Decisions made has a cascading and cause and effect consequence- hence need to make measured decisions not knee-jerk solutions Rewarding effort, creativity and innovation Can a “one size fits all” performance evaluation system increase performance or in fact make improvements in some areas but causes deteriorations in others?

15. Talk By DS Idris Jusoh diUniRAzak Putrajaya 19/10/2015

16. UTM Is Soaring Upwards

17. How to meet the High Expectations?

18. How Can Other Engineering Schools in UTM Achieve the Breakthrough? 7 schools 2 schools 5 schools 2 schools

19. Input and Outcomes Bengkel Deliberations Current Achievements Students Trends Economic & Funding Trends New Govt Initiatives Stakeholder Needs & Expectations Amended Targets Drop and /or add New KAIs & weightages New Programs New Strategies New Initiatives New Needs

20. Examples of Issues to be deliberated Financial Sustainability to be a top issue To arrest decline in students Admissions Keeping our target to be top 50 in E&T Improving efficiency & value for money in our delivery processes Ensuring success in securing new sources of funding for R&D especially foreign sources? Skudai and UTMKL innovation initiatives

21. BTU 1: Kecemerlangan Pembelajaran dan Pengajaran Pembentang: Timbalan Naib Canselor (Akademik & Antarabangsa) BTU 2: Kecemerlangan Penyelidikan, Inovasi dan Komersialisasi serta Game Changer - Skudai Innovation Valley Pembentang: Timbalan Naib Canselor (Penyelidikan & Inovasi) Keynote Presentations based on Bidang Tumpuan Utama (BTU)

22. BTU 3: Kampus Lestari, Infrastruktur, Sistem (ICT), dan Libat Sama Komuniti dan Jaringan Industri Pembentang: Timbalan Naib Canselor (Pembangunan) BTU 4: Pengalaman Kampus Menyeluruh Pembentang: Timbalan Naib Canselor (Hal Ehwal Mahasiswa & Alumni)

23. BTU 5: Penyampaian Berprestasi Tinggi Pembentang: Pendaftar BTU no 6: Kelestarian Kewangan Pembentang: Bendahari & Timbalan Naib Canselor (Pembangunan) BTU no 7: Reputasi Global Pembentang: Pengarah Kanan, UTM International Game Changer - Lifestyle @ UTM KL Pembentang: Pengarah Kampus, UTM Kuala Lumpur

24. STUDENTS NOs ARE THE DETERMINING FACTORs FOR FINANCIAL SUSTAINABILITY Student Nos As Performance Drivers Students as Performance Drivers Hostel Occupation rates Sustainable Programmes Staff Workload/Nos Academic Fees Publications Graduation rates

25. Faculties to set targets for student enrolment Targets should assist UTM financial sustainability objectives Initiatives to be identified in order to achieve targets Resources to be deployed to support initiatives Once locked, faculties MUST strive to attain them Based on faculty targets, UTM Mgt can consolidate to ensure that our total student nos are met

26. Can We Meet Our Financial targets? Income from Support Units Income from faculties UTM Revenue from Internal Sources Fees From PGs Fees From UG Interests on funds Fees From Hostel Rental From Facilities Fees From Contract Research Fees From Short Courses Fees From Consultancies Fees From Testing & Calibration Commercialisation Revenue

27. Sample Projected Revenues UTMRS has prepared its financial projections based on its targetted scale of activities from 2015-2020

28. Homework for Deans & COEs What are your projected revenues for 2016? What are your student targets / programme? What new strategies & initiatives are you planning for 2016? What are your pain points? What are your suggestions for change?

29. Research & Development & Innovation MYRA 1 – Quantity, MYRA 2 – Quality, MYRA 3- Outcomes Bringing R&D mgt back to faculties- issues & can we ensure integrative and effective critical mass? We have the nos but how to improve our successes in product commercialization and revenues?- key issue Foreign funding sourcing- Green field, Blue Ocean UTM as big brother to UTEM, UTHM, UMP,UNimap – what are our strategies?

30. Skudai Innovation Valley- What is it and what initiatives to pursue UTMKL life style- transforming the image Empowering researchers & reducing red tape

31. Talent Procurement & Succession How well do we successors and future leaders to replace outgoing incumbents? Are our recruitment process, rewards and remunerations consistent with our stated objectives? How to reduce recruitment process from application to reporting for duty? How do we identify rising stars and, groom & nuture them?

32. Leaders in Mgt must be Holistic and Visionary Research leaders and teachers may be specialists and focused in their excellence There must be a good mix of the two

33. Globalisation Twin Towers, KLIA, FI, UTM~ making UTM a global household name Ranking Issues Bringing the World To UTM (before)- Bringing UTM to the world (now) overseas campuses

34. Alumni A huge pool of resources – locally and overseas Tapping their talents and contributions Endowments Alumni as UTM ambassadors

35. Community Engagement Embedding UTM firmly within the local community- relevant player locally, referred body, changing lives and the environment, making a positive difference, agent of change

36. Excellent Service Delivery Increasing Service Delivery – Increasing efficiency, timely, quality, reduced errors, no duplication of tasks, reduced complaints, increased praises, reduced costs, reduced waste, achieving more with less resources Identifying bottlenecks, revising procedures, restructure, innovative approaches, challenging established norms, breaking the pattern

37. Closing Our goals are set- No change in these We need minor course corrections- change in speed, how-to?s, who- to? When to? Which to? etc This bengkel is a time to reflect and reconsider Need to reaffirm our KAIs Recalibrate our targets Revise our trajectories Set and lock Bismillah and just do it

38. KIPIDUP ! UTMCANDUIT !

39. Sekian Terima Kasih