UiTM. Autonomous Campuses. Autonomous Campus. Autonomous Campuses. Dynamic Graduates. Accessibility. Main University (Universiti Induk)

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1 STRATEGIC DIRECTION : TOP-NOTCH UNIVERSITY (UNIVERSITI TERSOHOR) Full-fledged world class research and industrybased university Faculty of eminent professors distinguished by their intellectual leadership in research and instruction A leading institution in exploring new frontiers of knowledge, making new discoveries and producing cutting edge technology for the economic growth and prosperity of the nation Produce graduates who are spiritually and morally strong, psychologically liberated and confident in themselves able to acquit themselves eminently in industry, nationally and internationally Top-Notch University: 3 Strategic Goals Autonomous Campuses Dynamic Graduates Accessibility Autonomous Campuses Autonomous Campus UiTM Autonomous Campuses Main University (Universiti Induk) State Universities (Universiti Negeri) 5 1

2 Autonomous Campuses Phases of Movement from Branch Campuses to State Universities Autonomous Campuses First Phase State Campuses Themes PHASES DURATION (YEAR) Regionalization Concept Phase I (4 Branch Campuses ) ( ) Phase II (4 Branch Campuses ) ( ) Phase III (4 Branch Campuses ) ( ) Perlis Perak Terengganu Agro-based Technology and Sport Sciences Design & Built Environment Sustainable Development Sarawak Engineering, Health & Sustainable Development Perlis Kedah Pulau Pinang Perak Melaka Negeri Sembilan Johor Pahang Terengganu Kelantan Sabah Sarawak The Theme for Each Campus Agro-based Technology and Sport Sciences Information, Policy and Law Engineering and Bio-Health Technology Design & Built Environment Arts, Heritage, Tourism and Communication Agro and Life Sciences Technopreneur and Accounting Engineering and and Environmental Heritage Sustainable Development Arts and Management Human Capital & Natural Resource Development Engineering, Health & Sustainable Development Dynamic Graduates 10 Dynamic Graduates Graduates who posses various academic and non-academic skills, are recognized nationally and internationally, are sought after by the employers and can themselves be employers. Specifically, they are: Able to plan their own destiny and that of their families and the community Able to lead and think critically Innovative and creative Independent Imbued with entrepreneurial skills Equipped with communicative skills Morally sound and posses professional ethics Accessibility 12 2

3 Accessibility To provide opportunities for quality higher education to more bumiputera and help change the destiny of the people To provide education at all levels of studies from Pre-Diploma to PhD To change the destiny of income earners through Life Long Learning STUDY STATUS 2010 (Sesi I) 2010 (Sesi II) Accessibility Projected Student Enrolment YEAR Full Time 142, , , , , , ,000 Part Time 15,337 14,104 16,000 17,000 18,000 19,000 20,000 Sub Total 158, , , , , , ,000 Affiliated Colleges 9,383 8,675 11,000 12,000 13,000 14,000 15,000* TOTAL 167, , , , , , ,000 *The Affiliated Colleges are expected to do extra promotion to achieve the original targeted enrolment of 30,000 that would bring the total projected enrolment to 250, KPIs and PIs KPI 1 7 KPIs (Strategic: University Level) KEY PERFORMANCE INDICATOR (KPI) KPI 1: Number of autonomous State University 4 State Universities 12 State Universities 165 PIs (Operational: Departments, Faculties and State Campuses) KEY PERFORMANCE INDICATOR (KPI) KPI 2: MYRA Score for Main University (Universiti Induk) KPI 2 52% 138.6% MyRA Score Projection ( ) Actual Projection Quantity Attributes To be Focused Number Increase number of PIs (University, National or International Grants) 685 1,000 1,100 1,200 1,300 1,350 Increase number of academic staff with PhD 855 1,211 1,468 1,691 1,700 1,800 Increase in Indexed Publication 750 4,000 7,500 7,500 8,000 8,500 Focus on Impact Factor Publication Increase Cumulative Citation ,000 3,000 3,500 4,000 Increase amount of Research Grants (Government/ University/ Contract/International) (RM) 16M 75M 150M 170M 175M 190M and 60% of Awarded Grant Spent Increase Enrolment of PhD Students (inclusive of 10% Foreign Enrolment) 1,170 2,000 3,000 4,000 5,000 5,800 Increase number of Accredited Laboratory WEF Yearly MyRA Score (%) OVERALL 5 YEARS SCORE FOR SUBMISSION AS RESEARCH UNIVERSITY (%) 50 ( ) 59.8 ( ) ) 85.8 ( ) ( ) ( ) 3

4 KPI 3, KPI 4 and KPI 5 KPI 6 KEY PERFORMANCE INDICATOR (KPI) KPI 3: Percent of Bachelor Degree graduates employed* within 6 months after study completion KPI 4: Percent of Diploma graduates employed* within 6 months after study completion KPI 5: Percent of graduates being self-employed within 6 months after study completion 75.4 % 80% 89.8 % 95% 1.9% TBD KEY PERFORMANCE INDICATOR (KPI) KPI 6: Full Time Student enrolment 142, ,000 *Employed = Employed, Self-Employed and Furthering Studies KPI 7 SUMMARY OF KPIs STRATEGIC GOALS KEY PERFORMANCE INDICATOR (KPI) KEY PERFORMANCE INDICATOR (KPI) KPI 7: Part Time Student enrolment 15,337 20,000 Autonomous Campuses Dynamic Graduates KPI 1: Number of autonomous State University 12 State Universities KPI 2: MYRA Score for Main University 138.6% KPI 3: Percent of Bachelor Degree graduates employed within 6 months after study completion KPI 4: Percent of Diploma graduates employed within 6 months after study completion KPI 5: Percent of graduates being self-employed within 6 months after study completion 80% 95% TBD Accessibility KPI 6: Full Time Student enrolment 200,000 KPI 7: Part Time Student enrolment 20,000 Perkaitan antara MODEL HALA TUJU STRATEGIK, AGENDA UTAMA dan INISIATIF Universiti Model Hala Tuju UiTM Sasaran Teras Sistem Sokongan Nilai Agenda Utama Objektif Strategi Petunjuk Prestasi (PI) Inisiatif Universiti VCSP Projek Jabatan, Fakulti dan Kampus Negeri (PTJ) 4

5 Senarai 18 Agenda Utama UiTM Fungsi 18 Agenda Utama UiTM 1. Academia and Industry (A&I) 2. Accessibility 3. Centres of Excellence (CoE) 4. Enhancing UiTM Image (EUI) 5. Entrepreneurship (E) 6. Governance (G) 7. Graduate Employability (GE) 8. Leadership (L) 9. Life-Long Learning (LLL) 10. Income Generation (IG) 11. New and Futuristic Programmes (NFP) 12. Putting UiTM on the World Map (PUWM) 13. Quality Management (QM) 14. Research and Innovation (R&I) 15. Research University Strategies (RU) 16. Stakeholders Management (SM) 17. Teaching and Learning (T&L) 18. University Delivery System (UDS) Agenda utama (AU) UiTM bertujuan untuk memandu pengoperasian hala tuju strategik Universiti AU ini mengambilkira MKRA, NKRA, NKEA, Projek Agenda Kritikal (CAPs), Pelan Pengajian Tinggi Negara (PSPTN) Setiap agenda utama mempunyai Objektif strategik Strategi Petunjuk prestasi Perkaitan antara Teras Model Hala Tuju dengan Agenda Utama Perkaitan antara Sistem Sokongan Model Hala Tuju dengan Agenda Utama TERAS BAB 5: Pengajaran dan Pembelajaran BAB 6: Penyelidikan dan Inovasi BAB 7: Akademia dan Industri BAB 8: Kelestarian Kepimpinan BAB 9: Keusahawanan AGENDA UTAMA Teaching and Learning New and Futuristic Programmes Research and Innovation Centres of Excellence Research University Strategies Academia and Industry Leadership Entrepreneurship SISTEM SOKONGAN BAB 10: Tenaga Kerja Berkualiti Perkhidmatan Berkualiti Prasarana Berkualiti Struktur Maklumat Berkualiti Pengurusan Kewangan dan Penjanaan yang Cekap AGENDA UTAMA Quality Management Stakeholder Management University Delivery System Income Generation Perkaitan antara Sasaran Model Hala Tuju dengan Agenda Utama SASARAN UNIVERSITI TERSOHOR BAB 11: Kampus-Kampus Berautonomi AGENDA UTAMA Governance Putting UiTM on the World Map Enhancing UiTM Image DASAR DAN PERANCANGAN STRATEGIK PELAN STRATEGIK PENGAJIAN TINGGI NEGARA (PSPTN) Critical Agenda Projects (CAPs) PERANCANGAN STRATEGIK UiTM Dasar-Dasar Utama Peringkat UiTM HALATUJU STRATEGIK Graduan Dinamik Graduate Employability Melebar Akses Accessibility Life-Long Learning 5

6 PSPTN: 7 Teras 23 Projek Agenda Kritikal (CAPS) Teras 7 Mengukuhkan sistem penyampaian KPT Teras 6 Membudayakan pembelajaran sepanjang hayat Teras 1 Meluaskan akses & meningkatkan ekuiti Pengajian Tinggi 2020 Teras 2 Menambahbaik kualiti pengajaran & pembelajaran Teras 4 Memperkasakan institusi pengajian tinggi Teras 3 Memperteguh penyelidikan & inovasi Tadbir Urus 2. Kepimpinan 3. Akademia 4. Pembelajaran & Pengajaran 5. Penyelidikan & Pembangunan 6. Pengantarabangsaan 7. Kebolehpasaran siswazah 8. IPTS 9. Pembangunan Holistik Pelajar 10. Program APEX 11. MyBrain15 TERAS PSPTN Teras 5 Mempergiatkan pengantarabangsaan 1 Meluaskan akses & meningkatkan ekuiti 2 Menambahbaik kualiti pengajaran & pembelajaran 3 Memperteguh penyelidikan & inovasi 4 Memperkasakan institusi pengajian tinggi 5 Mempergiatkan pengantarabangsaan 6 Membudayakan pembelajaran sepanjang hayat 7 Mengukuhkan sistem penyampaian KPT 12. PSH 13. Jaminan Kualiti 14. Aksesibiliti & Kelestarian 15. Transformasi Kolej Komuniti 16. Sistem Penyampaian KPT 17. Transformasi Politeknik 18. Industri - Akademia 19. epembelajaran 20. Top Business School 21. Centre of Excellence 22. Keusahawanan 23. Knowledge Transfer HALATUJU STRATEGIK Projek Berimpak Besar Enrolmen 200,000 Pelajar UiTM Tadbir Urus UiTM A transformational initiative to meet UiTM Strategic goals and aspiration of our VC 81 VC s Projects were given to all departments and faculties 800 projects were identified involves 25 faculties, CITU and 23 departments These projects require consolidation and further discussion UiTM s Initiatives UiTM s Initiatives 81 Projects from VC 800 Projects under Departments and Faculties 35 VC Special Projects (VCSP) VC has outlined a number of projects that he believe will have big impact eg; Offer offshore programmes in the UK; Transform branches campuses into 12 Universities Achieve a Royal University status Design & develop new futuristic programmes During the Pan Pac 10 April 2010 workshop and subsequent meetings, the list of projects were consolidated, prioritized, improved and expanded to 169 then named as VCSPs 81 Projects from VC 800 Projects under Departments and Faculties 59 VCSP Projects categorized as Tier One Project VCSP Projects 100 project directors/managers appointed to oversee these projects (70 are professors) 6

7 1. 12 Universities Structure and Governance 2. 5-Pillar Attributes of UiTM Graduates 3. Academic Administration 4. English Language Enhancement 5. e-skt 6. Faculty Merger 7. Flexible Academic Program Structure 8. Generic and Structured Practicum Curriculum 9. Globalising UiTM 10. Internationalisation 11. MoU with other Universities 12. New and Futuristic Academic Programmesmmes 13. New Promotion Criteria 14. New Promotion Exercise 15. Non-Science Faculties Transformation 16. Third Language 17. A Samad Ismail Chair 18. Tun Razak Chair at Ohio University USA 19. Accessibility (200,000 Enrolment) (Physical Development) 20. Accessibility (200,000 Enrolment) (Student Intake Head of BPP) 21. Cost Reduction Programme 22. Transformation of Cooperatives 23. ICT-enabled Business Process Re-engineering 24. Tele-conferencing 25. Shah Alam Population Reduction Programme 26. Strategic Alliance with Top-Notch Research Centresh Centres 27. Brand Enhancement 28. Academic Superblock 29. Branch Campus PFI Faculty Income Generation 31. Environmental Health 32. Rebranding IMPAK 33. Industrial Attachment for TPM 34. Postgraduate Awards 35. Academic Succession Plan 36. Certificate of Education 37. Continuous Professional Development 38. Global e-professorial Talks 39. Innovative teaching and active learning strategies 40. Kasih Sayang 1 Malaysia Project 41. First Malay Human Genome 42. Accreditation of business counsellors 43. Embedding entrepreneurial traits in the curriculum 44. Academie Muzika 45. Technopreneurship Programmes 46. Nurturing top-notch writers 47. Post Retirement Appointments 48. Ethnics Relations Programme 49. Spirituality and Comradeship (Kerohanian dan Ukhwah) 50. Muslim rural homestay programme 51. Anti-plagiarism project 52. Consolidation of QA between all units degree performance appraisal 54. Scholarships for administrative staff Scholarship Monitoring 56. The Royal University 57. Establishment of CoRe (Community of Research) 58. Going Global for Grants 59. Privatisation of RMI Consultancy Unit 60. Research and Innovation outreach 61. Resident Experts on IP Creation and Identification 62. Trans-continental and trans-disciplinary research collaborations 63. Campus police 64. Career and Recruitment Efforts (CARE)E) 65. Finishing school 66. Student Welfare 67. Sustainable Campus: Chemical Safety & Hazardous Waste Management 68. Sustainable Campus: Energy Management 69. Sustainable Campus: Land Use Management 70. Sustainable Campus: Transportation System Management 71. Sustainable Campus: Waste Management 72. Sustainable Campus: Water Management 73. Middle Eastern Countries Accreditation of Accreditation of Academic Programmes 74. High-end Books 75. Academic and automotive industry collaboration

8 76. Digital scoreboards 77. Employerability 78. Industrialists and top business leaders involvement in postgraduate programme 79. Mengubah Destini Anak Bangsa 80. Merchandising of products 81. New Business and Investment Strategies 82. Services of retired experts, industrialists and professionals 83. Transformation of INTEC 84. UiTM Alumni Credit Card 85. University Courts/Square 86. University Mall 87. Collegiality and Congeniality 88. Roaming Academics 89. VC Advisory Panel 90. Industrial Postgraduate programme 43 Some of the VCSP Projects with descriptions 12 Universities Structure and Governance Turning branch campuses into autonomous state universities by focusing on the Perlis, Terengganu, Sarawak, Perak branch in Phase 1 The Royal University Acquiring the Royal University status for UiTM Shah Alam 44 Some of the VCSP Projects with descriptions "Mengubah Destini Anak Bangsa" Creating opportunities for underprivileged school leavers to access higher education in UiTM Globalizing UiTM Putting all faculties on the world map Some of the Quick Wins Establishment of Whole Malay Genome Database Mengubah Destini Anak Bangsa Programme Launching of Tabung Anak Miskin 45 Launching of UiTM Credit Card for Tabung Anak Miskin 46 Some of the Quick Wins Offering of MBA programme in London MODEL STRUKTUR TADBIR URUS 1U2S UNIVERSITI TEKNOLOGI MARA (UiTM) Offering of Masters programmes in Accountancy, Forensic and MBA in Central Asia dan Middle East Offering of Bachelors programmes in Computer Science, Banking, Business and Hotel Management in Central Asia SISTEM 1 SISTEM 2 Kampus Shah Alam (RU) Kampus Satelit Shah Alam Kampus Negeri Kampus Satelit Negeri 47 8

9 DASAR-DASAR UTAMA PERINGKAT UITM Dasar Imbangan Kuantiti dan Kualiti yang merangkumi empat prinsip iaitu: Substance Over Form, Conservation, 5E, danmeasure What Really Matters yang digubal khas untuk menghadapi cabaran enrolmen 200,000 pelajar. Dasar program akademik dan enrolmen pelajar Sains dan Teknologi (S&T): Bukan Sains dan Teknologi (Non S&T) pada nisbah 60:40. Dasar nisbah enrolmen mengikut peringkat pengajian Diploma: Ijazah: Pasca Siswazah pada 60:30:10. Dasar pencapaian tenaga pengajar berkelayakan Kedoktoran sebanyak 30 peratus. Dasar penggunaan ruang akademik pada paras kapasiti yang optima. Dasar-Dasar Utama Peringkat UiTM (samb.) Dasar kemudahan kolej kediaman bagi pelajar pada kadar 100 peratus bagi kampus cawangan dan sekurang-kurangnya 80 peratus bagi kampus Shah Alam dan Puncak Alam. Dasar nisbah staf akademik: bukan akademik pada kadar 1:0.9. Dasar imbangan kecemerlangan penyelidikan dan pengkomersilan dalam bidang S&T dan pelbagai disiplin. Dasar perancangan berlandaskan kapasiti dan mementingkan keperluan bersama bagi tujuan penjimatan kos. Dasar Pengurusan Fasiliti. Dasar ICT HALATUJU STRATEGIK: Projek Berimpak Besar Enrolmen 200,000 Pelajar Satu Tanggungjawab Sosial Universiti Teknologi MARA (UiTM) akan meningkatkan pengambilan pelajarnya kepada 200,000 dalam tempoh 10 tahun akan datang bagi melonjakkan bilangan Melayu profesional. YAB Dato Sri Mohd Najib Tun Abdul Razak Timbalan Perdana Menteri Malaysia Jun 2005 Sesi Penggulungan Perhimpunan Agung UMNO ke-56 HALATUJU STRATEGIK: Projek Berimpak Besar Enrolmen 200,000 Pelajar Satu Tanggungjawab Sosial (samb.) Projek ini telah dilancarkan pada 12 Mac 2007 oleh Y.A.B Perdana Menteri di UiTM Shah Alam. Enrolmen 200,000 akan dicapai menerusi 3 Modaliti: i. Sepenuh Masa UiTM : 127,000 ii. Separuh Masa UiTM : 20,000 iii.kolej Bersekutu : 60,000 (sepenuh masa:separuh masa:kkb) ialah 60:10:30 Mod Pengajian dan Kolej Bersekutu Mencapai Enrolmen 200,000 Pelajar Sebenar Unjuran Sepenuh Masa 117, , , , , , , ,000 Separuh Masa 12, ,000 20,000 21,000 22,000 23,000 24,000 25,000 Jumlah Kecil 130, , , , , , , ,000 Kolej Bersekutu 8, ,985 60,000 30,000 30,000 30,000 30,000 30,000 Jumlah Besar 139, , , , , , , ,000 9

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