STRATEGIC PLANNING IN MALAYSIAN HIGHER EDUCATION: Teaching & Learning, Research, and Good Governance - PowerPoint PPT Presentation

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STRATEGIC PLANNING IN MALAYSIAN HIGHER EDUCATION: Teaching & Learning, Research, and Good Governance

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  1. STRATEGIC PLANNING IN MALAYSIAN HIGHER EDUCATION:Teaching & Learning, Research, and Good Governance by Prof. Rujhan Mustafa Deputy-Director General Department of Higher Education Ministry of Higher Education Malaysia

  2. HIGHER EDUCATION INSTITUTIONS 2

  3. 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 CATEGORISATION OF UNIVERSITY • 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 3

  4. ENROLMENT ACCORDING TO EDUCATION LEVELS 4

  5. MoHEKey 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 R&D activities

  6. Institutional KPI • NKRA /MKPI • Instrumen “SETARA” (T&L) MyRA

  7. SETARA Generic Framework How to measure quality, responsibility and performance? 30% 40% INPUT • Talent • Faculty • Student 7% • PROCESS • Curriculum Design • Delivery/Pedagogy • Assessment • Accreditation • Monitoring • Ancillary activities (Counseling, Internship/Outreach, Exchange programme) 30% • OUTPUT • Employability • Graduate Satisfaction • Employers’ Satisfaction • Resources • Physical • Non-physical • Financial 4% 19% • Governance • Autonomy (conducive institutional climate)

  8. Governance GOVERNANCE GOVERNING BODY LINES OF AUTHORITY LEADERSHIP & STAFF STRATEGIC PLANNING STUDENT REPRESENTATION ACADEMIC GOVERNANCE ACADEMIC AUTONOMY ORGANIZATIONAL CLIMATE

  9. Process PROCESS CURRICULUM DESIGN ASSESSMENT MONITORING ANCILLARY ACTIVITIES DELIVERY/ PEDAGOGY

  10. Output OUTPUT • MARKETABILITY • % employed within 6 months • % continuing education • EMPLOYER SATISFACTION • % employed • Satisfaction with employee • Intention to employ more • STUDENT SATISFACTION • Teaching • Facilities • Services

  11. 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/

  12. Benchmarking of KPI T & L 3 or more R & I • More than 75% RU • Less than 30% • CU/FU (Public/Private)

  13. 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.

  14. IMPACT OF MALAYSIAN RU 2005-2008 i. Human Capital - Enrolment of PhD students Human Capital Tahun

  15. IMPACT OF MALAYSIAN RU 2005-2008 ii. Publication

  16. 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 (E=Knowledge Based Enterprise) Low human capital in S&T (21/10,000); S’pore 83.5 Low Research Output (1.7 patent per 100,000 pop); Thailand 2.6:100,000 Low ISI output(10,538 papers/13,278,111 world’s papers) When will we have enough? ACTION PLAN Increase RSEs from 21/10,000 to 50-60 Cultivate the research culture (>5% commercialization, 5 COEs, APEX, RU) Universities-RIs must collaborate ! Improve 3 cohort ! 18

  17. TEACHING AND LEARNING 1.1 Curriculum Review based on graduate quality and competitive attributes in HEIs

  18. 1.1.2 Revision of All Curricula Based on LO & KI Percentage (%) Month / Year

  19. INNOVATIONS IN TEACHING & LEARNING 2.1 Diversified T&L Methods

  20. 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

  21. Prerequisites for Workforce Credibility

  22. CO-CURRICULUM & CAMPUS LIFE Strengthening Learning Outcomes through Co-curriculum and Campus Life

  23. All HEIs to conduct 8 co-curriculum thrusts on Campus Life by 2010

  24. ELSP : English Language Special Programme

  25. 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

  26. 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

  27. LEADERSHIP ACADEMIC ORGANISATION Attributes of Leaders Attributes of Leaders

  28. 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

  29. 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

  30. 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

  31. LEADERSHIP • Special Criteria of the VC (cont’d) • 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

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

  33. WHEN PERFORMANCE IS MEASURED Upon appointment of VC – Agreed base on expected achievement Self assessment (Annually) End of Third Year in the office KPI VC

  34. Philosophy and Framework

  35. THANK YOU