1. Additional Inputs for Realignment of UTM Global Plan 2020

2. To incorporate elements or implications of Malaysia Education Blueprint (HE) 2015 - 2025
KPM is still finalizing the proposed MEB. Expected to be tabled to the GOM in Sep As such, the UTM Global Plan should be adaptable to incorporate the relevant and necessary changes to reflect the approved MEB.
11 big ideas proposed by KPM: Empowered Governance; Financial Sustainability; HE excellence; Holistic Entrepreneurial Graduates; Innovation Eco system; HE Delivery Transformation; Private HE Enhancement; Enculturation of Life Long Leraning; TVET Transformation; Global Prominence; and Intensification of on-line Learning.

3. Ideas not directly concern UTM: private higher education enhancement; and TVET transformation.
Other ideas concern UTM. But each may differ in terms of emphasis, priority and intensity to be given by UTM.

4. Ideas to consider:
Intra-UTM Autonomy: to make UTM City Campus, and IBS, for example, more autonomous.
Capacity building: to upgrade/provide IT state of the art infrastructure as a critical enabler for intensification of online learning. Competency and capacity to develop courseware for this complementary approach of learning must be developed.
HE delivery excellence basically hinges on high performance work culture of UTM’s entire staff – academic and non-academic. This requires multiple and consistent initiatives to inculcate, develop and nurture excellence mindset in all UTM staff. Also to have index or indicator to measure progress.

5. Financial sustainability continues to pose a perennial challenge to all IPTA, including UTM. Basically, it is about generating positive surplus of net income on sustainable basis. The approach is two-pronged, that is maximising income, and reducing cost. Proposed initiatives: inculcating ‘cost-benefit mindset’ in all the staff; plugging leakages especially arrears of revenue; consolidation (merger/abolition) of faculties; unlocking or reaping values of UTM’s assets; achieve a viable and sustainable ratio between academics and non-academic.
Intensification of programmes and initiatives which underpin and give meaning to UTM tagline of ‘Global, Entrepreneurial, Innovative’ in all its facets.

6. Reasons for the proposed realignment of UTM Global Plan 2020
Changes in the higher education landscape (high demand for global higher education; entry of non-traditional providers of HE; impact of technology on teaching and learning; globalisation and regionalism of economies; aggressive mobility of talent)
Leveraging on previous achievements to strengthen the next phase of implementation
Repositioning to realign with changes in the contextual environment (merger of KPM & KPT, revision of PSPTN, new national policies etc) and to address current and future challenges
Capitalizing on advances made towards sustaining UTM as an internationally renowned and reputable technical university