STRATEGIC PLANNING IN MALAYSIAN HIGHER EDUCATION: Teaching

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STRATEGIC PLANNING IN MALAYSIAN HIGHER
EDUCATIONTeaching Learning, Research, and
Good Governance

• by
• Prof. Rujhan Mustafa
• Deputy-Director General
• Department of Higher Education
• Ministry of Higher Education Malaysia

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HIGHER EDUCATION INSTITUTIONS
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CATEGORISATION OF UNIVERSITY

• Research Universities
• i. Universiti Malaya
• ii. University Sains Malaysia
• iii. Universiti Kebangsaan Malaysia
• iv. Universiti Putra Malaysia
• Comprehensive Universities
• i. Universiti Teknologi MARA
• ii. Universiti Islam Antarabangsa Malaysia
• iii. Universiti Malaysia Sabah
• iv. Universiti Malaysia Sarawak
• v. Universiti Sains Islam Malaysia
• vi. Universiti Darul Iman Malaysia
• vii. Universiti Malaysia Kelantan

• Focused Universities
• i. Universiti Teknologi Malaysia
• ii. Universiti Utara Malaysia
• iii. Universiti Pendidikan Sultan Idris
• iv. Universiti Tun Hussein Onn Malaysia
• v. Universiti Teknikal Malaysia Melaka
• vi. Universiti Malaysia Perlis
• vii. Universiti Malaysia Terengganu
• viii. Universiti Malaysia Pahang
• ix. Universiti Pertahanan Nasional Malaysia

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ENROLMENT ACCORDING TO EDUCATION LEVELS
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DATA ON ENROLMENT
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MoHE Key Result Areas MoHE Key Performance
Indicators

• Enrichment of QUALITY HEI in Malaysia
• Improving ACCESS for qualified students in
  specific program
• Holistic Students Development
• Internationalisation
• Enhance RD activities

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Institutional KPI

• NKRA /MKPI
• Instrumen
• SETARA (TL)
• MyRA

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SETARA Generic Framework
How to measure quality, responsibility and
performance?
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INPUT

• PROCESS
• Curriculum Design
• Delivery/Pedagogy
• Assessment
• Accreditation
• Monitoring
• Ancillary activities (Counseling,
  Internship/Outreach, Exchange programme)

• Talent
• Faculty
• Student

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30

• OUTPUT
• Employability
• Graduate Satisfaction
• Employers Satisfaction

• Resources
• Physical
• Non-physical
• Financial

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• Governance
• Autonomy (conducive institutional climate)

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Governance
GOVERNANCE
GOVERNING BODY
LINES OF AUTHORITY
LEADERSHIP STAFF
STRATEGIC PLANNING
STUDENT REPRESENTATION
ACADEMIC GOVERNANCE
ACADEMIC AUTONOMY
ORGANIZATIONAL CLIMATE
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Process
PROCESS
CURRICULUM DESIGN
ASSESSMENT
MONITORING
ANCILLARY ACTIVITIES
DELIVERY/ PEDAGOGY
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Output
OUTPUT

• MARKETABILITY
• employed within 6 months
• continuing education

• EMPLOYER SATISFACTION
• employed
• Satisfaction with employee
• Intention to employ more

• STUDENT SATISFACTION
• Teaching
• Facilities
• Services

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• SECTION A General Information
• SECTION B Quantity and Quality of
  Researchers
• SECTION C Quantity and Quality of Research
• SECTION D Quantity of Postgraduates
• SECTION E Quality of Postgraduates
• SECTION F Innovation
• SECTION G Professional Services and Gifts
• SECTION H Networking and Linkages
• SECTION I Support Facilities

http//app2.mohe.gov.my/ru/
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Benchmarking of KPI
T L
3 or more
R I

• More than 75 RU
• Less than 30
• CU/FU (Public/Private)

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RESEARCH UNIVERSITY

• 8 CRITERIA FOR RECOGNITION
• Quantity and Quality of Research
• Quantity and Quality of Researchers
• Post Graduate Quantity
• 4. Post Graduate Quality
• 5. Innovation
• Professional Services and Accolades
• Networking and Linkages
• 8. Support Facilities

Awarded to 4 universities Universiti Malaya,

Universiti Kebangsaan Malaysia,
Universiti Sains
Malaysia, and
Universiti Putra Malaysia.
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IMPACT OF MALAYSIAN RU 2005-2008
i. Human Capital - Enrolment of PhD students
Human Capital
Tahun
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IMPACT OF MALAYSIAN RU 2005-2008
ii. Publication
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(No Transcript)
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To Improve Poor Critical Mass

• Teaching Learning
• Less than 40 with PhD overall, more 60 RU
• Less 5 professional qualification
• Poor student staff ratio
• Graduate unemployment
• Degree Recognition
• Flow of R-D-C-E (EKnowledge Based Enterprise)
• Low human capital in ST (21/10,000) Spore 83.5
• Low Research Output (1.7 patent per 100,000 pop)
  Thailand 2.6100,000
• Low ISI output (10,538 papers/13,278,111 worlds
  papers)
• When will we have enough?
• ACTION PLAN
• Increase RSEs from 21/10,000 to 50-60
• Cultivate the research culture (gt5
  commercialization, 5 COEs, APEX, RU)
• Universities-RIs must collaborate !
• Improve 3 cohort !

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TEACHING AND LEARNING
1.1 Curriculum Review based on graduate quality
and competitive attributes in
HEIs
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1.1.2 Revision of All Curricula Based on LO KI
Percentage ()
Month / Year
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INNOVATIONS IN TEACHING LEARNING
2.1 Diversified TL Methods
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2.1.1 To train members of staff in
pedagogy 2.1.2 To train staff members in
SCL (PBL, POPBL, case study) 2.1.3 To
carry out diversified teaching learning methods
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Prerequisites for Workforce Credibility
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CO-CURRICULUM CAMPUS LIFE
Strengthening Learning Outcomes through
Co-curriculum and Campus Life
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All HEIs to conduct 8 co-curriculum thrusts on
Campus Life by 2010
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ELSP English Language Special Programme
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EMPLOYER INPUTS Aim of Research To gather
feedback from employers pertaining to the impact
of the employees/students attributes in their
execution of work tasks
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RIGHT LEADERSHIP FOR TRANSFORMATION

• ROLE OF MoHE
• To identify and detail out the role of the
  leaders in HEIs
• To develop suitable process in appointment,
  development, evaluation and management
• To develop program that can nurture leadership
  culture and succession plan
• Culture of excellence

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LEADERSHIP
ACADEMIC
ORGANISATION
Attributes of Leaders
Attributes of Leaders
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CRITICAL STRENGTH OF LEADERS

• Has deep understanding about the role of the
  university in 21st century and in a context of
  globalisation
• Have great talent to develop new vision and
  mission and able to drive forward all the staff
  to achieve excellence
• Have a great talent to drive the institution to
  get financial funding

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GENERAL CRITERIA

• To be a leader for a university, one need to have
  strong and reputable knowledge, rational
  thinking, logic, systematic, scientific and most
  importantly credible, high integrity and
  professionalism

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LEADERSHIP

• Special Criteria of the VC
• Academic Excellence
• have the highest academic qualification,
  excellent research record, international refereed
  journal/publication
• Command Respects from Academia
• International Recognition
• recognized by international peers as an expert
  in his/her field of study, recipient of awards
  and recognitions from world renowned
  organizations

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LEADERSHIP

• Special Criteria of the VC (contd)
• Ability to Lead and Manage
• - have people skills, able to lead and transform
  the university towards work excellence culture
  with realistic vision and mission
• Reputation
• - a role model, respected by staff of all levels
  and having a proven track record
• Personality
• - charismatic, possess high moral values, a team
  player and comprehend the national aspiration to
  develop first class mentality human capital

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LEADERSHIP

• Search Committee established to deliberate and
  evaluate candidates
• Database on candidate is set up by the Ministry

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WHEN PERFORMANCE IS MEASURED
KPI VC

• Upon appointment of VC Agreed base on expected
  achievement
• Self assessment (Annually)
• End of Third Year in the office

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Philosophy and Framework
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THANK YOU