1. Global Reputation Taskforce

2. Members Prof Dr Nordin Yahaya Prof Dr Omar Yaakob Prof Dr Azman Hassan
Prof Madya Dr Hamdan Said
Prof Dr Ho Chin Siong
Prof Madya Lee Chew Tin
Prof Nor Haniza binti Sarmin
Prof Madya Dr Othman bin Che Puan
Prof Madya Dr Nor Azman Ismail
Noraziah binti Sharuddin
Prof Dr Hadi Nur
Zainul Rashid Abu Bakar

3. Ringkasan

4. Existing KAI: Global Reputation
S5: Reputable International Ranking
S5.1
QS World University Ranking
350
S5.2
QS World University Ranking (in Engineering & Technology)
Top 200
S5.3
QS-ASIAN University Ranking 60

5. S5: Reputable International Ranking
Ranking adalah ‘SCORER’ – hasil kumulatif kepada semua agenda strategik universiti yang merangkumi semua output aktiviti: penyelidikan, akademik, pelajar-graduan-majikan, pengantarabangsaan, infrastruktur, perkhidmatan dll.
Tanpa sumber dan output yang meningkat dengan kadar yang baik, maka UTM sukar untuk bersaing dengan universiti-universiti yang mempunyai sumber yang lebih banyak, asas yang lebih kukuh, sejarah yang lama dan sokongan yang lebih perkasa.
KPM meletakkan 3R (Relevant-Referred-Respected) sebagai sasaran secara ‘blanket’ untuk IPT, namun 3R tidak ada generic indicator yang boleh diukur di peringkat global bagi universiti terbaik.
Universiti tidak boleh lari dari ranking (bersembunyi atas alasan tidak mencapai hasil yang dihasratkan) kerana ini lah satu-satunya generic indicator bagi orang awam, kerajaan luar, masyarakat antarabangsa menilai sesuatu institusi.

6. S5: Reputable International Ranking
Ranking adalah salah satu indikator kepada misi dan visi UTM
KAI sediada tidak sesuai untuk menjadi KAI khusus
Sukar untuk direka bentuk projek secara berasingan kerana ianya hasil akhir kepada semua KAI lain
Dicadangkan supaya KAI digubal semula berdasarkan input dari kumpulan-kumpulan lain

7. Isu dan CABARAN

8. GLOBAL REPUTATION
OBJEKTIF STRATEGIK
KEY AMAL INDICATOR
ISU, CABARAN, GAP
S5: Reputable International Ranking
S QS World University Ranking
S QS-ASIAN University Ranking
Instrument QS World University Ranking untuk mengukur Reputable International Standing tidak komprehensif.
Tanpa asas yang kukuh dari aspek penyelidikan, akademik, graduan (alumni) dan pengantarabangsaan, maka kedudukan ranking akan tidak stabil (volatile).
Indikator untuk penyelidikan (faktor UTM yang paling lemah) tidak mudah dapat dicapai dalam masa yang singkat.
Kadar kemajuan (peningkatan dari segi penerbitan, pengantarabangsaan) oleh lain-lain IPT seluruh dunia cepat dari UTM, terutama di China, Brazil dan Russia.

9. Global Reputation OBJEKTIF STRATEGIK KEY AMAL INDICATOR
ISU, CABARAN, GAP
S5: Reputable International Ranking(Standing)
S QS World University Ranking (in Engineering & Technology)
Walaupun sepatutnya UTM lebih terkenal untuk bidang Engineering dan Technology, kedudukan UTM dalam ranking Engineering and Technology masih bukan terbaik di Malaysia. (No. 3 di belakang UM dan USM)
Masalah untuk menonjolkan bidang kepakaran subjek dan kewibawaan akademik (Mechanical , Civil, Chemical Engineering dll) kepada rakan/peers di peringkat antarabangsa menjadi sukar apabila pemisahan antara fakulti dan RA.
Ranking dalam bidang Engineering and Technology bergantung kepada prestasi Subject Ranking bagi semua bidang khusus (Civil, Mechanical, Chemical dll).

10. Global Reputation OBJEKTIF STRATEGIK KEY AMAL INDICATOR
ISU, CABARAN, GAP
P6: Strong National and International Linkages and
Positions
P6.1 Number of MoA's signed at national and international level
P6.2 Number of awards and recognition conferred by national and international learned and professional bodies
P6.3 Number of staff involved in international joint research projects
P6.4 Number of staffs appointed as chairmanship/committee positions for the international professional bodies/associations at international level
P6.5 Number of staffs appointed as field experts/advisor at national and international level
 1. KAI sediada tidak mengambilkira hubungan dengan stakeholder secara menyeluruh (Industri, alumni, komuniti, agensi kerajaan)
2. Sebahagian KAI sediada tidak menggambarkan langkah-langkah strategik menyeluruh bagi mencapai Strategic Objectives kerana terlalu fokus dgn KPI utk Myra.
3. Jaringan tidak disasarkan berdasarkan hubungan strategik dan hub di UTM mengikut Niche area

11. Projects and KAI

12. Strategic Statement
Innovative Science and Technology leader for the prosperity of humankind?

13. International Standing New
Strategy or Strategic Objectives (SO)
Status (New, Improved, retain, deleted)
Prog/Project/Initiative
KAI Statement
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
International Standing
New
Ensuring selected niche areas to be ranked in top 50 in the world
Ensuring selected areas to be ranked in top 100 in the world
Creating Strategic Niched-based Hub in UTM
Number of niche area in the top 50 under QS-Subject Ranking
Number of niche area in the top 100 under QS-Subject Ranking
No. of Partnerships in niched-based thematic programs
Improve 1
(chemical) 3
(civil, mechanical, electrical) 5 2
(Chemical, Civil) 6
(Maths, Environment, Computer Science) 10 7
(Chemistry, physics, education, modern languages, biology) 11
(Chemistry, physics, education, modern languages, biology 20

14. Improve International Standing New
Strategy or Strategic Objectives (SO)
Status (New, Improved, retain, deleted)
Prog/Project/Initiative
KAI Statement
Operational Definition (OD)
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
Improve International Standing
New
Provide Science and Technology leadership* for Muslim and developing world
% of OIC countries represented in UTM
No of Muslim postdoctoral, visiting research/academic professors
% of joint-publications between UTM and other universities
*Leadership: Relevant, Respected Referred, 50 10 55 20 60 80 90

15. Improve International Standing New
Strategy or Strategic Objectives (SO)
Status (New, Improved, retain, deleted)
Prog/Project/Initiative
KAI Statement
Operational Definition (OD)
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
Improve International Standing
New
Become a referral centre for ASEAN integration initiatives
No of ASEAN partnerships based on UTM expertise
No of excellence center based on ASEAN studies
No of ASEAN joint-conferences organized by UTM 3 1 6 2 12 5

16. Establishing UTM brand globally
Strategy or Strategic Objectives (SO)
Status (New, Improved, retain, deleted)
Prog/Project/Initiative
KAI Statement
Operational Definition (OD)
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
Establishing UTM brand globally
No of UTM offshore learning centre/campus
No of international conferences hosted by UTM (participants >500 or articles published in Scopus-indexed journals)
No of joint-international CoE
No of UTM journals indexed in Scopus
No of UTM journals indexed in ISI
New 1 3 2 5 20 10 6

17. Strategy or Strategic Objectives (SO)
Status (New, Improved, retain, deleted)
Prog/Project/Initiative
KAI Statement
Operational Definition (OD)
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
Improve International Standing
Improved
Attracting high quality local and international talents
Attracting high quality PG students
Number of top talents* recruited and retained as UTM staff
Number of Malaysian Diaspora appointed as visiting professors
% of high quality* PG students enrolled
%of external sponsored PG students
New
Top talents
(*research stars and world leaders in their field: H-Index>30)
Malaysians talents or experts in the field working in universities oversea
High Quality: i. CGPA for bachelor degree > 3.5/4.0
External/prestigious sponsorship 2 10 30 5 20 40 8 50 80
Finance:
Competitive renumeration for top professors

18. Improve International Standing
Strategy or Strategic Objectives (SO)
Status (New, Improved, retain, deleted)
Prog/Project/Initiative
KAI Statement
Operational Definition (OD)
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
Improve International Standing
New
Provide high quality & supportive research & educational ecosystem
Produce ground breaking research output recognized by peers
% of stakeholder satisfaction
%. of articles in Q1
Adopt international standard
Q1: High Quality Publications Ratio publishes in the
most influential scholarly journals of the world, those ranked in the first quartile (25%) in the subject
categories as ordered by JCR indicator 40 10 60 25 90

19. Improve International Standing
Strategy or Strategic Objectives (SO)
Status (New, Improved, retain, deleted)
Prog/Project/Initiative
KAI Statement
Operational Definition (OD)
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
Improve International Standing
New
Secure large private/international research income
Continually benchmarks with top universities worldwide
Total funding received (MYR million)
Number of stars in QS-Star Rating
Improved
Performance in 8 criteria : Research, Teaching, Employability, Internationalization, Facilities, Online / Distance Learning, Innovation, Culture, Access, Engagement and Specialist Criteria. 10 4 20 5 50 5+
Funding for QS-Star Rating audit program

20. Improve International Standing New
Strategy or Strategic Objectives (SO)
Status (New, Improved, retain, deleted)
Prog/Project/Initiative
KAI Statement
Operational Definition
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
Improve International Standing
New
Provide facilities, infrastructure and inculcate international mindset & standard across UTM communities
% of stakeholder satisfaction
Adopt international standard as benchmark for international mindset 50 60 90
HCD & UTMLead

21. … Key Focus Area (KFA) …
Strategy or Strategic Objective (SO)
Status
(New,
Improved,
Retained,
Deleted)
Programme/ Project/ Initiative
KAI Statement
Operational Definition (OD)
KAI Target
Implications – Finance, HR, Physical, Governance
2015
2016
2020
P6: Strong National and International Linkages and
Positions
Deleted*
Projects related to linkages are embedded in S5: Global Reputation

22. Terima kasih Thank You https://www.facebook.com/UTMInternational