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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. HIGHER EDUCATION INSTITUTIONS. 2. Research Universities

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strategic planning in malaysian higher education teaching learning research and good governance

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

slide3
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

mohe key result areas mohe key performance indicators
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
institutional kpi
Institutional KPI
  • NKRA /MKPI
  • Instrumen

“SETARA” (T&L)

MyRA

setara generic framework
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)
governance
Governance

GOVERNANCE

GOVERNING BODY

LINES OF AUTHORITY

LEADERSHIP & STAFF

STRATEGIC PLANNING

STUDENT REPRESENTATION

ACADEMIC GOVERNANCE

ACADEMIC AUTONOMY

ORGANIZATIONAL CLIMATE

process
Process

PROCESS

CURRICULUM DESIGN

ASSESSMENT

MONITORING

ANCILLARY ACTIVITIES

DELIVERY/ PEDAGOGY

output
Output

OUTPUT

  • MARKETABILITY
  • % employed within 6 months
  • % continuing education
  • EMPLOYER SATISFACTION
  • % employed
  • Satisfaction with employee
  • Intention to employ more
  • STUDENT SATISFACTION
  • Teaching
  • Facilities
  • Services
slide11
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/

benchmarking of kpi
Benchmarking of KPI

T & L

3 or more

R & I

  • More than 75% RU
  • Less than 30%
  • CU/FU (Public/Private)
slide13

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.

impact of malaysian ru 2005 2008
IMPACT OF MALAYSIAN RU 2005-2008

i. Human Capital - Enrolment of PhD students

Human Capital

Tahun

to improve poor critical mass
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

slide18

TEACHING AND LEARNING

1.1 Curriculum Review based on graduate quality and competitive

attributes in HEIs

slide20

INNOVATIONS IN TEACHING & LEARNING

2.1 Diversified T&L Methods

slide21

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

slide23

CO-CURRICULUM & CAMPUS LIFE

Strengthening Learning Outcomes through Co-curriculum and Campus Life

slide26

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

right leadership for transformation
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

slide28

LEADERSHIP

ACADEMIC

ORGANISATION

Attributes

of Leaders

Attributes

of Leaders

critical strength of leaders
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
general criteria
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
leadership
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
leadership1
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
leadership2
LEADERSHIP
  • Search Committee established to deliberate and evaluate candidates
  • Database on candidate is set up by the Ministry
when performance is measured
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