PENYEDIAAN PENYEDIAAN PELAN STRATEGIK STRATEGIK PELAN PTJ --

PENYEDIAAN PENYEDIAAN PELAN STRATEGIK STRATEGIK PELAN PTJ --

PENYEDIAAN PENYEDIAAN PELAN STRATEGIK STRATEGIK PELAN PTJ -- USM USM PTJ Pengarah Bahagian Pembangunan Korporat USM-BPK-Wakamil KANDUNGAN Dasar Perancangan Jangkapanjang Latar Belakang Pembentukan Idea Strategik Halatuju JPT, Kem. Pend. Perancangan Strategik Rangka Pelan Tindakan PTJ

Bahagian Pembangunan Korporat USM-BPK-Wakamil Tumpuan terhadap terhadap Tumpuan Pembangunan Keupayaan Keupayaan Pembangunan Capacity Building Building Capacity Staf Staf Pelajar Pelajar Infrastruktur Infrastruktur USM-BPK-Wakamil

Latar Belakang . USM-BPK-Wakamil S E S I HALATUJU PENYELIDIKAN & PEMBANGUNAN Bhg. P&P Langkawi Ogos 99 BENGKEL PEMANTAPAN DAN PENJAMINAN KUALITI AKADEMIK Bhg. HEA Muka L A N G

K A W I II Head Julai 00 SESI PENYEDIAAN IDEA STRATEGIK USM Bhg. Pembangunan Korporat, KL Ogos 00 PENYEDIAAN PELAN STRATEGIK USM Bhg. Pembangunan Korporat INPUT DARIPADA SEMUA PTJ DI USM USM-BPK-Wakamil Setiap PTJ Akademik & P. Kecemerlangan &Perkhidmatan Penyusunan Struktur Pengurusan & Pentadbiran

R&D Penambahbaikan Proses Pengurusan R &D Pembangunan & Pengkomersilan Hasil R&D Penekanan Terhadap Bidang Strategik PENJAMINAN KUALITI PENYELIDIKAN USM-BPK-Wakamil Audit Hasil Penyelidikan Pengurusan Harta Intelek Tim. Dekan Penyelidikan & Siswazah Pentadbiran

Pentadbiran R&D R&D Majlis Penyelidikan Universiti Jawatankuasa Penyelidikan Universiti Jawatankuasa Sains Kumpulan Penyelidikan USM-BPK-Wakamil Agro-Science Biomedical / Health Communication & Mgmt Services Environmental Information Tech.

Science Social Sciences Technology & Engineering Penyampaian melalui PBK/Web Sistem Penasihatan Akademik Penjamina n Kualiti Akademik Pentadbiran & Sokongan Kajian Persepsi Majikan Sistem Mentor-Mentee Timb. Dekan Akademik & Pembangunan Pelajar Kaedah & Prasarana

Penilaian Pengajaran AUDIT AKADEMIK UNTUK 2001 USM-BPK-Wakamil MATLAMAT HEPP: THE LEARNER .. skilled, holistic and well-rounded students .. highly adaptable to the knowledge economy . strong sense of nationalism and patriotic values . awareness of the countrys socio-cultural diversity THE LEARNING ENVIRONMENT supportive of students both in learning and in the pursuit of their total development USM-BPK-Wakamil Foreign Students Location

Funding & Fee based services National Centres Funded P/ G Students Publications Government, Local and Intl Recognition National Niche R&D Excellence Regional Linkages and

Industry collaboration Research Critical Mass Commercial Application R&D / Consultancy USM-BPK-Wakamil Recruit & Retain Quality Academics Reputation Quality U/ G

Students Innovative Academic Programmes Student Centered learning Facilities & Infrastructure Aggressive Marketing & Promotion High Calibre Alumni Revenue Pembentukan Idea

Strategik . USM-BPK-Wakamil FAKTOR-FAKTOR PERUBAHAN PERMINTAAN KEPADA PENDIDIKAN TINGGI KEPESATAN TEKNOLOGI EKONOMI DAN PEMBANGUNAN SOSIAL KESEIMBANGAN BUMIPUTERA OTONOMI DAN AKAUNTABILITI PENGANTARABANGSAAN KUALITI BANTUAN KEWANGAN KERAJAAN PENGLIBATAN SWASTA USM-BPK-Wakamil SCENARIO PLANNING is a thinking tool designed to stimulate interesting conversations.

strategic Its objective is to help driving forces and to identify the critical uncertainties in the environment, and then to explore how these might unfold in decision-makers understand the the long-term to shape the environment against which they (the decision-makers) will have to determine the strategies of their respective organisations. USM-BPK-Wakamil Mengenalpasti isu-isu strategik PTJ/USM Sediakan Senerio/Jangkaan dgn Tema/Masa Memahami keadaan semasa & masa hadapan RANGKA

Mengenalpasti Driving Forces dalam Persekitaran BAGI PENYEDIAAN SENERIO Bezakan Uncertainties daripada Predetermined Sediakan Rangkaian Linkages & Causal Takrifkan turutan logik senerio USM-BPK-Wakamil Halatuju Jabatan Pendidikan Tinggi Kem. Pend. & Aspirasi Kerajaan . USM-BPK-Wakamil Educational quality, excellence or standard means different things to different people:

Students Government USM-BPK-Wakamil Academicians Students Quality of education is linked to their preparation for their future roles in society. An education that does not prepare them to face the demands made on them in these future roles is naturally deemed to have failed them. USM-BPK-Wakamil Academicians

Quality education is good academic training based on good transfer of knowledge, good learning environment and a good relationship between teaching and research. USM-BPK-Wakamil Government Quality is translated as passfail ratios, attrition rates and course duration. That is, having as many students as possible finishing the programme in the scheduled time with a degree of an international standard with reduced costs. USM-BPK-Wakamil

STRATEGI JPT-KEM. PEND. 2001-2010 Pendemokrasian Pendidikan Tinggi 2. Penekanan Sains & Teknologi 3. Peningkatan Ijazah Tinggi 4. Pengantarabangsaan 5. Menghasilkan Graduan Berkualiti Tinggi 6. R&D Bertaraf Antarabangsa 7. Penerapan ICT 8. Budaya Kualiti 9. Kaedah Pembiayaan Yang USM-BPK-Wakamil Berkesan 1. Matlamat : Kohot 17-23 Tahun Di IPTA Pada 2010 = 40% - 22% UTK

2000 IPT 2000 2005 2010 IPTA 6% 9% 12% IPTS 7%

9% 12% POLITEKNIK/ MATRIK/ 9% 12% 16% 22% 30% 40% 180K 315K

480K JUMLAH = BILANGAN PELAJAR UTK IPTA USM-BPK-Wakamil ANTARA REALITI DI MALAYSIA: Dasar Pengkorporatan IPTA membawa konsep yang berbeza Meningkatkan Keberkesanan dan Akauntabiliti. Akta Universiti dan Kolej Universiti 1996. Yuran Pengajian di IPTA adalah ditetapkan oleh Kem. Pendidikan. Hampir Seluruh Peruntukan Kewangan IPTA adalah daripada Kerajaan. Otonomi IPTA Terhad - Kawalan Daripada Kem. Pendidikan masih terserlah. USM-BPK-Wakamil

ISU-ISU UTAMA: CABARAN FAKTOR KEWANGAN Pengurangan bantuan kewangan kepada IPTA; Pembiayaan kepada IPTA mengikut bilangan pelajar. FAKTOR AKAUNTABILITI Tumpuan terhadap aspek-aspek kualiti; akauntabiliti dalam pengajaran dan penyelidikan di IPTA. FAKTOR PERSAINGAN Akibat globalisasi, pembangunan ICT dan persaingan antara IPT dalam dan luar negara. USM-BPK-Wakamil Perancangan Strategik . Rangka Pelan Tindakan PTJ . USM-BPK-Wakamil OUTPUT DELIVERABLES: Menyediakan Objektif Strategi.

Menetapkan tindakan bagi setiap Objektif Strategi. Mengenalpasti Petunjuk Prestasi INI DAPAT DAPAT DITERJEMAHKAN INI DITERJEMAHKAN Menetapkan individu/kumpulan yg bertanggungjawab bagi setiap DALAM BENTUK SATU FORMAT DALAM BENTUK SATU FORMAT tindakan. Menetapkan tempoh setiap

tindakan. USM-BPK-Wakamil CONTOH FORMAT Bidang Utama Objektif Strategik Petunjuk Prestasi Tindakan/ Tanggung Strategi jawab USM-BPK-Wakamil Tempoh Catatan PENEKANAN DIBERIKAN TERHADAP :

BIDANG UTAMA 1. Pembangunan Sumber Tenaga Manusia 2. Pengajaran dan Pembelajaran Berkualiti 3. Penyelidikan Berkualiti 4. Pengantarabangsaan Internationalisation 5. Pengurusan Berkualiti 6. Sumber Kewangan Berkualiti 7. Infrastruktur Berkualiti USM-BPK-Wakamil 8. Perkongsian Berkualiti OBJEKTIF STRATEGIK Menyediakan staf yg mencukupi dan bersesuaian di semua peringkat. Menambahkan bilangan staf yg mempunyai kelulusan akademik & ikhtisas yg cemerlang

dan berpengelaman luas. Menggunakan kaedah berkualiti dan proses yg berinovatif dalam pengambilan staf. Menambahkan peluang melanjutkan pelajaran dan kemudahan latihan akademik & profesional kpd staf. Menambahkan peluang kemajuan kerjaya kpd semua staf. USM-BPK-Wakamil PETUNJUK PRESTASI: Bil staf yg berkelulusan akademik, profesional tertinggi. Bil staf yg berpengelaman luas dalam pelbagai bidang. Bil peluang utk melanjutkan pelajaran bagi staf. Bil kemudahan latihan akademik dan profesional bagi staf. Bil staf yg memanafaatkan peluang yang disediakan bagi pembangunan

staf. USM-BPK-Wakamil Bil pengiktirafan yg diberikan kpd staf. Perkongsian Berkualiti OBJEKTIF STRATEGIK: Mempertingkatkan lagi hubungan dengan pihak media. Meningkatkan kerjasama dan perkongsian yang produktif dengan pelbagai pihak. Membangunkan persatuan alumni. Petunjuk Prestasi ???? USM-BPK-Wakamil PP Perumahan, Perumahan, Bgn

Bgn & & Perancangan Perancangan PP Pengurusan Pengurusan Binaan Binaan Rekabentuk Rekabentuk Dalaman Dalaman Ukur Ukur Bahan Bahan Bilangan Staf StafBandar Akademik = 58 58 Perancangan &

Bilangan Akademik Perancangan Bandar &= Pelajar PBP = 628 Pelajar PBP = 628 Wilayah Wilayah Pelajar Senibina Senibina = = 64 64 Pelajar Senibina

Senibina Nisbah 1:12 1:12 Nisbah Teknologi Teknologi Bangunan Bangunan USM-BPK-Wakamil PELUNJURAN BILANGAN PELAJAR PP PBP 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 Kemasukan 212 210 210 210 230 230 Enrolmen

630 706 748 630 650 670 Graduan 134 168 328 210 210 210 * Tambah 192 (Terjemahan) + 231 (Kesusteraan & Inggeris) BILANGAN PELAJAR SISWAZAH (NOV 2000) Sarjana 142 USM-BPK-Wakamil PhD

Ijazah Pertama : Ijazah Tinggi 20 1:4 Bahagian Pembangunan Korporat - USM Canselori Canselori Universiti Sains Sains Malaysia Malaysia Universiti 11800 Minden, Minden, Pulau Pulau Pinang Pinang 11800 Smbgn. 2689(Pengarah),

2689(Pengarah), 2628 2628 (Pejabat) (Pejabat) Smbgn. DL 04-656 04-656 4617, 4617, 04-656 04-656 9298 9298 DL [email protected] [email protected] USM-BPK-Wakamil Pusat Inovasi & Perundingan Bhg. Bhg. Pembangunan

Pembangunan Korporat Korporat SISMAP BIRO Kualiti Unit Inovasi & Perundingan Prototype Dev. Centre USM-BPK-Wakamil USAINS USAINS Holding Sdn. Sdn. Holding Bhd. Bhd. Perancangan Strategik

Core-Business USM Perlaksanaan Dasar Pengkorporatan USM Naib Canselor Audit Dalam TNC-A TNC-P&P Bhg. Pembgn. KorporatPENDAFTAR Bhg. Perhbgn Universiti USM-BPK-Wakamil TNC-HEP

BENDAHARI Terima Kasih Our sustainable competitive advantage as a knowledge enterprise is our ability to learn and to nurture talent USM-BPK-Wakamil SISTEM PENGURUSAN AKADEMIK DAPAT DIUKUR MELALUI: sebagai contoh Keupayaan untuk menarik para akademik yang bertahap established scholars untuk menjadi staf Bukan sahaja yang baru dapat PhD Kecenderungan para akademik antarabangsa melawat USM sebagai visiting scholars, sabatikal dsb Bukan sahaja para akademik USM melawat institusi luar Peer-recognised output interdisciplinary and multidisciplinary research - Not just number of productive individual researchers Variety of collaborative teaching activities with business and industry, e.g. with involvement of adjunct professors and industrial facilities - Not just academics teaching the same pet subjects on campus year after year

Vibrancy of synergic research collaboration with business and industry, e.g. with external, results-driven funding, or via competitive international bidding - Not just academics doing research in isolation from the real world USM-BPK-Wakamil PENGSTRUKTURAN SEMULA KURIKULUM, sebagai contoh: PELAJAR DI UNIVERSITI MEMPUNYAI KEUPAYAAN DAN ASPIRASI YANG BERBEZA Universiti mestilah: Beranjak daripada kurikulum yang berbentuk one-sizefits-all kepada jenis yang lebih diversified yet balanced educational framework Memberi peluang kepada pelajar discover own abilities and interests, nurture creativity and passion for knowledge and learning USM-BPK-Wakamil

S E S I HALATUJU PENYELIDIKAN & PEMBANGUNAN Bhg. P&P Langkawi Ogos 99 BENGKEL PEMANTAPAN DAN PENJAMINAN KUALITI AKADEMIK Bhg. HEA Muka L A N G K A W I II

Head Julai 00 SESI PENYEDIAAN IDEA STRATEGIK USM Bhg. Pembangunan Korporat, KL Ogos 00 PENYEDIAAN PELAN STRATEGIK USM Bhg. Pembangunan Korporat INPUT DARIPADA SEMUA PTJ DI USM USM-BPK-Wakamil Setiap PTJ Akademik & P. Kecemerlangan &Perkhidmatan Bhg. Pembangunan Korporat Menyediakan Infrastruktur-Paradigma Bagi Proses Pengkorporatan USM.

Pemantauan Perlaksanaan Dasar Pengkorporatan USM, Pengurusan Dasar IP. Membantu Penyelarasan & Perancangan Aktiviti Utama USM - DASAR. Pemantauan & Pengawasan Aktiviti Komersial Syarikat USM. Mengambilalih Kerja-kerja Pentadbiran PIP. USM-BPK-Wakamil

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