Global Reputation Taskforce

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

Ringkasan

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

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.

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

Isu dan CABARAN

GLOBAL REPUTATION OBJEKTIF STRATEGIK KEY AMAL INDICATOR ISU, CABARAN, GAP S5: Reputable International Ranking S5.1 QS World University Ranking S5.3 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.

Global Reputation OBJEKTIF STRATEGIK KEY AMAL INDICATOR ISU, CABARAN, GAP S5: Reputable International Ranking(Standing) S5.2 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).

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

Projects and KAI

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

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

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

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

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

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

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

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

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

… 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

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