UTM enVision 2025 (Revised) - FTIR

UTM enVision 2025 (Revised)

Razak Faculty of Technology and Informatics
Universiti Teknologi Malaysia
November 2020

Brief Action Plan

Brief about our strategy and action plan

2

What have you achieved?

Global Linkages Research & Innovation

TNE (98 Enrolment) – DMP Meiji University, - Grant Amount: RM8,16Mil
SWISS Asean Learning & Teaching (SALT), - % of PI: 97 Staff (79.5%)
Safat Academy (Khartoum), - PI for Ind. & Int. Grant: 190% >

Universitas Pertamina, Muhamadiah Malang, and Target
Politeknik Negeri Samarinda (Indonesia) - Overall Indexed Publications: 336
- Overall Q1 Papers: 37
Lifelong Learning - Overall Q2 Papers: 14
- Citations: 117.9% > Target
UTM APEL A Centre, - Prominent Researchers at strategic
Executive Diploma,
Professional Certificates organisations:
§ Prof. Dato’ IR. Dr. A. Bakar Bin
Synergy 4.0
Jaafar, Vice President ASM
Successfully merged 3 schools into § Prof. Datuk Dr Halimaton
Razak Faculty of Technology and Informatics (RFTI)
Hamdan, Senior Fellow ASM

Teaching & Learning

Curriculum Review, Accreditation, FREE, 100% GE, 100% SCL,
100% address 21st Century Curriculum, Service Learning,
Flexible Education (ODL, MOOCS, Mobility)

3

What to do in 2021?

The Champion 01 UTM APEL A Centre
02
03 Assessment for T6, T7, and currently in progress to include T3 and T4
04
Flexible Education and Lifelong Learning

Strengthening Executive Diploma, adding new Professional Diploma,
adding new Professional Masters, to offer more micro-credential

TNE

60 students from Sudan, 9 students Double Master with MEIJI, and 29
students Doctoral Remote Supervision

AIM4STAR Consortium (New)

Identify Projects, Form the Team, Enhance Ties With Partners,
Formalize the Consortium

4

What you want others to do?

Effective Marketing Support UTM APEL A Centre

Centralised marketing activities that cover all Help to promote UTM APEL A Centre runs by
level of academic programmes or RFTI – UTM Johor Bahru branch

decentralised marketing activities by providing Synergy with FTIR
full time marketing staff at all faculties
Since RFTI is multidisciplinary faculty,
Socially Engaged Campus we welcome colleagues from
faculties in UTM Johor Bahru to
Strategies on how UTM engages collaborate with us in academic,
more effectively and inclusively with research, etc.

communities AIM4STAR Consortium

Data Driven RFTI aims for one consortium to be
established, but we need support
Enculturate analytics within UTM from CCIN and TNCPI office
as well as with stakeholders
5

KAI Keywords

KAI 1 Graduates Action Plan (2021 - 2025)

KAI 2 Staff Upskilling People [KAI 1 – KAI 4]

KAI 3 Experts in T, L & R Work-life Balance – Health and Wellbeing Alertness –
Emotional Intelligence – ISES Index - Upskilling
KAI 4 Staff ISES Index
KAI 5 Policies, Procedures & Process [KAI 5 - KAI 7, KAI 9 – KAI 11]
KAI 6 Guidelines
Commercialized IPs Process-Driven Workforce – SPK Research & HR – Continuous
Process Improvement – More Explicit Procedures and Guidelines
KAI 7 New academic Prog.
Technology [KAI 12, KAI 13, KAI 14]
KAI 8 Staff Involvement in
KAI 9 AIM4STAR Digital Culture – Digital Workplaces – AR/VR – SPK Automation – AI – Cloud
AIM4STAR Consortium Computing - Smart Campus – Electronic Document Management System

KAI 10 Spin-off in UTM TP Data [KAI 14]

KAI 11 Funding for AIM4STAR Harnessing The Power of Data – Data-Driven Faculty – Data-driven culture – Data Quality
(Confidentiality, Integrity, Availability, and Privacy)
KAI 12 Budget for Smart Campus
Delivery [KAI 6 – KAI 13, KAI 15]
KAI 13 Iconic Building
Unbundled and Content-Driven – Micro-credential – More ODL – Modular Style – PMA – FREE –
KAI 14 Data-Driven Socially engaged – Personalised Education – Impactful Outcomes from MOU/MOA – More IPs

KAI 15 UTM Ranking Balancing people, process, and technology based on data for an excellence delivery
“Torture the data, and it will confess to anything.” – Ronald Coase

6

Issues & Challenges

Lack of competent and passionate staff in their
profession

Subjective indicators for ISES assessment.
Who will facilitate? Who will be the champion?
Mismatch mindset between staff capabilities and
performance with the KPI set by the university
AIM4STAR – limited awareness. How to sustain?

What the business model for consortium?

7

Detailed Action Plan

Vision – Mission – Strategic Thrusts – Strategic Initiatives – KAI – Action Plan –
Indicators – Target - Owner

8

Issues and challenges

KEY AMAL INDICATOR (KAI) GROUP ISSUES AND CHALLENGES

KAI 1 - Percentage of high-quality G1 1. Current curriculum (knowledge and skills) is not aligned with the need of IR4.0.
graduates with premium employment G1 2. Less exposure to technopreneurship.
KAI 2 - Percentage of staff completing
minimum 1 upskilling programme G1 3. Mismatch profiling.
G2 4. Imbalanced and overloaded tasks – create pressures to staff and inability to focus
KAI 3 - Numbers of relevant experts in T&L 5. Lack of professional development plan to upskill or reskill staff.
and research through talent search. G2 6. Lack of passion in their profession.
KAI 4 - Percentage of staff achieve 80% and 7. Readiness for attitude changes.
above Index of ISES 8. Passive work culture.

KAI 5 - Percentage of policies, procedures 9. Rigidness of hiring requirements (i.e. CPA & English SPM).
and guidelines on teaching and learning, 10. Inappropriate screening mechanism for new academic staff.
research, management and talent
management being reviewed and 11. Pemberat yang tidak seimbang melibatkan 7P (efisiensi – prestasi staf)
developed. 12. Item pengukuran Index (Petunjuk) ISES belum jelas di kalangan staf
13. Menerapkan ISES dalam konteks penyampaian perkhidmatan
14. Bagaimana hendak memastikan pencapaian 80% Index ISES
15. Penetapan pencapaian minimum tahunan Index ISES
16. Mempastikan sokongan staf terhadap program ISES
17. Mengenalpasti fasilitator/champion ISES yang sesuai

18. Ketiadaan SPK (HR dan Research) di peringkat Fakulti
19. Kandungan SPK Edisi 1 (Academic) baru diwujudkan, pelaksanaanya belum menyeluruh dan keberkesanannya

belum jelas
20. Ketiadaan repository dokumen yang boleh dicapai oleh semua staf
21. Pengagihan tugas staf tidak dikenalpasti berdasarkan bakat sebenar staf

Tem9 plate 1

Issues and challenges

KEY AMAL INDICATOR (KAI) GROUP ISSUES AND CHALLENGES

KAI 6 - Number of commercialized IPs G3 22. IPs registered have low commercial values
from deep tech research projects 23. Researchers mindset is not match with the commercialization activities and tasks
facilitated and registered exclusively G3 24. Barriers of Acceptance from the industry and their readiness to collaborate with us for commercialization
under UTM. G3 25. Marketing of the products is not on researchers’ expertise
G4 26. High competition with existing players in the market
KAI 7 - Number of new academic product
and services to support institutional G4 27. Marketibility of the programmes
growth G4 28. Getting the number of students
KAI 8 - No. of academic staff involve in 29. Assessing the values of the certificate towards enhancement of their job
AIM4STAR project in educational and
research 30. Limited awareness about AIM4STAR for academic staff
KAI 9 - Number of Government- 31. Lack of strong collaboration among stakeholders
Academia-Industry-Community 32. Lack of professors in specialized areas/field of research
consortium (AIMS4STAR)
33. To identify research project that can address problems and benefits all four entities
KAI 10 - Number of UTM spin-off and/or 34. Procedure to establish consortium including MOU and MOA – no legal officer in UTM KL
start up companies located in UTM 35. Involvement of students in the research – industry focus more on short term research and outcome-based, not really
Technovation park.
in depth
KAI 11 - Amount of funding supporting 36. No database to find good partner for consortium establishment
teaching & learning and research 37. To sustain the consortium – funding, commitment from all team members, etc.
activities related to GUCI consortium
(AIM4STAR) 38. High commitment to sustain spin-off company – not only 10k cost for licensing, but need to pay the secretary
company, tax, SSM, etc.

39. Running a business is not our expertise – need more exposure on entrepreneurial skills, audit, managing cash flow,
and marketing

40. Win-win business model still unclear – legal liability?
41. Faculty and university endowment to support FTIR’s students – how UTM/FTIR spend the money?
42. No clear mechanism (staff contribution to endowment and alumni) to benefits and support FTIR’s students

Te1m0 plate 1

Issues and challenges

KEY AMAL INDICATOR (KAI) GROUP ISSUES AND CHALLENGES

KAI 12 - Percentage/amount of budget G5 43. Lack of conducive working environment (internal)
allocated to create sustainable and smart 44. Lack of conducive external environment for walking/walkability, lack of green space – green buildings/green
campus. G5
G6 environment for healthy living practice in UTM
KAI 13 - Progress of Iconic building or 45. No Shuttle/Feeder bus (by UTM) – to connect to public transport nearby (LRT station) – to promote sustainable
smart building completion G6
campus (Not suitable during Covid-19)
KAI 14 - Numbers of data driven report on 46. Lack of commuting infrastructure between KSJ – UTMKL (lack of collaboration with local council to promote walking
teaching & learning, research and other
matters related to University operation and cycling pathway)
47. No flexible working/teaching culture – Not only during Covid-19
KAI 15 - Ranking of UTM in World QS
ranking 48. To have another iconic building will reduce the visibility of Menara Razak since it is already the landmark for UTMKL
49. Having more buildings resulting - crowded, limited green spaces, noisy, urban heat island, blocking view landmark of

KL, KLCC
50. To improve facilities and infrastructure for online teaching and learning especially due to Covid-19
51. No Future-Ready classroom and Labs that equipped with advanced Software and Hardware

52. Non-integrated data between all applications (eg: AIMS, GSMS, RADIS, UTMHR, Innocomms)
53. Identify data owner for all applications (eg: AIMS, GSMS, Radis, UTMHR, Innocomms)
54. Identify the type of reporting (business understanding) based on user requirements
55. No standard dashboard report
56. Non standardized database (eg. EDIMS, SPADAR) - EDIMS is not included in MyMOHEs
57. No database administrator (internal database)

58. Poor public relations with stakeholders
59. Less feedback/responses from external/alumni
60. Lack of awareness on university QS ranking criteria among academic staff
61. Poor relationship with alumni

Te1m1 plate 1

Strategic Internal Factors STRENGTHS FTIR Strategic SWOT WEAKNESSES

Strategic External Factors 1. UTM Razak #utmrazak 1. Occupational Stress
2. UTM ranking (QS ranking) 2. Superficial synergy
3. UTM-Faculty Research Ecosystem 3. Huge skill gap among Senior lecturers, Associate Professors and Professors
4. Strategic Location – KL City/ Klang Valley 4. Internal bureaucratic
5. Inter- and trans-discipline (engineering, technology, informatics, HR and policy) 5. Limited internal guideline & policy
6. Prominent and experience staff 6. Difficult succession planning
7. Informatics, Technical Expert on Systems Development, Cyber Security: towards IR4.0 7. Low number of Professors
8. Prominent Advisors on T&L, Accreditation, STI Policy and STEM 8. Lack of funding for OPEX
9. In-house Consultant in line with industry needs 9. FTIR Not well branded
10. Effective collaboration with industry communities and services providers 10. Lack of staff to maintain internal application systems
11. Strong Global partners with various universities in Japan, Sudan, Indonesia & India. 11. Lack of initiatives & experts in marketing and branding
12. APEL Centre 12. Insufficient future ready T&L facilities (physical infrastructures and online system)
13. Strong support from Alumni 13. Lack of research labs’ equipment
14. SPK 14. Insufficient Budget for Outbound Faculty program
15. Insufficient staff/student facilities (Vending Machine – snacks/hot drinks, mineral water)
OPPORTUNITIES 16. Utilization of partnerships with other academic institutions.
17. Low student intake for certain program
1. Leverage the social media platforms to promote FTIR [S1, S2, S3, S5, S9, etc.] 18. Different taught course fees structure between UTM KL and UTM JB
2. Alumni - Engage FTIR Alumni for IAP [S3, S4, S9, S12, S13]
3. Alumni – endowment [S3, S4, S9, S13] THREATS
4. Use Alumni network for student employment [S1, S2, S3, S4, S5, S8, S13]
5. Alumni (Industry – Academic) partnership [S1, S2, S3, S4, S5, S6, S7, S8, etc] 1. Limited Industry and International grants [S3, S5, S6, S9]
6. Executive programme - income generation, FTIR brand awareness among industry [S1, 2. Limited guideline & policy [S6, S14]
3. Ranking [S3, S5, S6]
S2, S3, S4, S5, S6, S10, S12] 4. Similar courses from other Universities [S1, S3, S4, S5, S6, S11]
7. Synergy with industry [S1, S2, S3, S4, S5, S6, S7, S10, S12] 5. Facilities of other (faculties, institutions and companies) [S1, S2, S3, S10]
8. Strategic Location – facilities, public transport 6. Competitive inbound programs [S1, S2, S3, S4]
9. No international funding – only international grant 7. COVID19
10. ODL – open distance learning
11. TNE – Transnational Education In summary, we have strengths
12. Certified Stand-Alone Module (micro-credential) to grab opportunities and address threats

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Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 1: Develop and Inspire World-class Holistic Talents to extend the Frontier of KAI-1 Target
Education and Research

Strategic Priorities S1: Produce holistic talent by developing high quality graduates Percentage of high quality graduates 5-Year 2021
with premium employment
Key Initiatives: International Credit-Bearing outbound student programs (eg: summer school, 70% 30%
industrial training, experiential learning, service learning, etc)
PIC Cost
Key Indicators Target Programs/projects /initiatives

Number of high-quality 1 Identify universities or faculties that offer non-graduating scheme § Director
graduate initiatives (NGS) program. § TDA

13

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 1: Develop and Inspire World-class Holistic Talents to extend the Frontier of KAI-1 Target
Education and Research

Strategic Priorities S1: Produce holistic talent by developing high quality graduates Percentage of high quality graduates 5-Year 2021
Key Initiatives: Collaboration with top industry in HEP- faculty program for premium employment with premium employment
70% 30%
Key Indicators Target Programs/projects /initiatives
PIC Cost

Number of programs 1 Collaboration for final year degree show projects (i.e. : IKEA). • Coordinator
• Director

• TDA

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Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 4: Transformative Life Experiences through Knowledge Empowerment and Trust KAI-1 Target

Strategic Priorities S6: Provide sustainable campus experience to UTM’s students, staffs and Percentage of high-quality graduates 5-Year 2021
surrounding community with premium employment 70%
30%
Key Initiatives: Collaboration with top industry in HEP-faculty program for premium employment PIC
Cost
Key Indicators Target Programs/projects /initiatives

Percentage of high- 1 Collaboration for final year degree show projects (i.e. : IKEA). § Coordinator
quality graduates with
premium employment § Director

OD for high quality graduates are life-ready graduates employed by either top local/international § TDA

employers, or technopreneurs or with premium range income

§ Life-ready graduates: graduates with entrepreneurial traits that prosper lives, embody wisdom and
humanity

§ Top local/international employers are subject to programme owner’s definition

§ Technopreneurs: graduates who set up business based on 4IR technology.
§ Premium range income subject to programme owner’s definition

15

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 1: Develop and Inspire World-class Holistic Talents to extend the Frontier of KAI-2 Target
Education and Research

Strategic Priorities S2: Provide continuous upskilling of university staff to achieve excellence in Percentage of staff completing minimum 5-Year 2021
education and research 1 upskilling programme
100% 20%
Key Initiatives: Development of Competency Based Talent Management Planning for Academics
and PPP PIC Cost

Key Indicators Target Programs/projects /initiatives

Percentage of high- 5 1. Staff profiling § TP/PP
quality graduates with 2. Competency based recruitment plan § PSM
premium employment
3. Competency based training plan – e.g. IR4.0, IoT, Cloud

Computing

4. Competency based performance management plan

5. Inculcate university core values (i.e.: ISES)

OD for high quality graduates are life-ready graduates employed by either top local/international
employers, or technopreneurs or with premium range income

§ Life-ready graduates: graduates with entrepreneurial traits that prosper lives, embody wisdom and
humanity

§ Top local/international employers are subject to programme owner’s definition
§ Technopreneurs: graduates who set up business based on 4IR technology.

§ Premium range income subject to programme owner’s definition

16

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 1: Develop and Inspire World-class Holistic Talents to extend the Frontier of KAI-3 Target 2021
Education and Research
Numbers of relevant experts in T&L and 5-Year 10
Strategic Priorities S2: Provide continuous upskilling of university staff to achieve excellence in research through talent search. 50
education and research Cost
PIC
Key Initiatives: Talent search planning

Key Indicators Target Programs/projects /initiatives

Percentage of talent 100% by 1. identify niche/focus areas in TnL and Research, strategic for UTM § Dept of TNC
search planning process end of 2. identify current and potential internal experts AA
completed
March 3. identify national and international experts on the identified § UTMLead

niche/focus areas § Faculties

17

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 1: Develop and Inspire World-class Holistic Talents to extend the Frontier of KAI-3 Target
Education and Research
Numbers of relevant experts in T&L and 5-Year 2021
Strategic Priorities S2: Provide continuous upskilling of university staff to achieve excellence in
education and researchå research through talent search. 50 10

Key Initiatives: Talent search Programs PIC Cost

Key Indicators Target Programs/projects /initiatives

1. Number of potential 40 1. UTM Shines (Research) § Director
talented staff (10/prg) 2. UTM Torch (TnL) § TP/PP

2. Number of targeted 3. UTM Leaders (Leadership) PSM
talent from outside 10 4. UTM Professionals (Prof. Practices)
UTM

18

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 2: Creative And Resilient Performance Delivery Through Emphatic And Agile KAI- 4 Target
Governance

Strategic Priorities S3: To inculcate UTM core values namely Integrity, Synergy, Excellence and Percentage of staff achieve 80% and 5-Year 2021
Sustainability (ISES) into work and management ecosystem above Index of ISES
80% 80%
Key Initiatives: Development of Organisational Values Enculturation Plan (OVEP)
PIC Cost
Key Indicators Target Programs/projects /initiatives

Percentage of staff achieving high 1. Development of UTM core value measurement level (measure behavioral indicator) TP/ PP
level of ISES Index 2.1 2. Run Program that foster the culture of organizational values (e.g. awareness program) PSM
Sinergy Initiatives:
Empat (4) 3. • Cross-functional program to inculcate teamwork; valuing and developing sustainable TDPIPA/
Ketua RG/
Registrar Dept to develop program workforce Pengarah
• Promote integrated academic program and research between three major domains in FTIR
instrument to assess level of ISES setahun TP/ PP
amongst staff that include (Technology, Informatics, and Policy) – Refer KAI7, Initiative 1 PSM
quantitative and qualitative • Involvement of staff across faculty based on research needs
approach either by individual or 4.1 4. Excellence Initiatives: TP/ PP
units/dept/PTJ. PSM/
• Staffs achieved more than 85% mark for ELNPT and ELPPT Pengarah
Amongst potential element to be Seorang staf • Moral value development program
address are: menyambung • Multi Future Ready Functional Skill for Non-Academic Staff - UTMKL Services
Integrity: Breach of trust, • Review the weightage and method of calculation for 7P
corruption, criminal indictment, pengajian • Motivate support staff pursue study at higher level by work load reduction

code of conduct, AUKU Integrity Initiatives:
Synergy – Teamwork and • Staffs are compulsory to fill the Integrity Declaration Form
networking element 5.1 5. • ‘Aqidah’ and ‘Akhlak’ reinforcement program
Excellence – Personal and/or • Integrity officer at faculty level
organizational performance Satu (1) • Organize ISES icon/role model program.
Sustainability – University’s growth program
setahun

19

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 2: Creative And Resilient Performance Delivery Through Emphatic And Agile KAI-5 Target
Governance

Strategic Priorities S3: To inculcate UTM core values namely Integrity, Synergy, Excellence and Percentage of policies, procedures and 5-Year 2021
Sustainability (ISES) into work and management ecosystem guidelines on teaching and learning, Top 100 150-200
research, management and talent
Key Initiatives: Identify policies and procedures for core business in teaching and learning, PIC Cost
research, management and talent management management being reviewed and
developed

Key Indicators Programs/projects /initiatives

University Document 100% 1. To establish Document Management System § TDA
2. To have FTIR representative in university task force § TDPIPA
Policies Structure with § ADQS
Core Business Policies
§ TP/PP
§ PSM

20

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 2: Creative And Resilient Performance Delivery Through Emphatic And Agile KAI-5 Target
Governance

Strategic Priorities S3: To inculcate UTM core values namely Integrity, Synergy, Excellence and Percentage of policies, procedures and 5-Year 2021
Sustainability (ISES) into work and management ecosystem guidelines on teaching and learning, Top 100 150-200
research, management and talent
Key Initiatives: Review Existing And Develop New Policies management being reviewed and PIC Cost
developed

Key Indicators Programs/projects /initiatives

SPK Document in all 100% 1. To establish SPK for HR and Research at FTIR level § TDA
University Dept/Faculty 2. To ensure effectiveness of SPK (Academic) implementation § TDPIPA
3. More flexible talent management policy § ADQS
§ PM Dr Nik

Hasnaa
§ TP/PP

21

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 2: Creative And Resilient Performance Delivery Through Emphatic And Agile KAI-5 Target
Governance

Strategic Priorities S3: To inculcate UTM core values namely Integrity, Synergy, Excellence and Percentage of policies, procedures and 5-Year 2021

Sustainability (ISES) into work and management ecosystem guidelines on teaching and learning,

research, management and talent
Key Initiatives: Surveillance And Compliance Audit Evaluation - Ensure all policies, procedures and management being reviewed and
guidelines are complied to stakeholders' requirements such as KPT, JPA, MQA etcs Top 100 150-200
developed
PIC Cost
Key Indicators Programs/projects /initiatives

Target 2023 100% Strengthen the role of Internal Audit Team § Internal
Audit
Team

§ ADQS

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Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-6 Target
Sustainability

Strategic Priorities S4: Strengthen UTM’s R & D & C & I capability and resilience to champion Number of commercialized IPs from deep 5-Year 2021
emerging knowledge and research areas tech research projects facilitated and
registered exclusively under UTM. 10 2
Key Initiatives: Strengthen existing incubation program with industry partners [Blueprint]
PIC Cost
Key Indicators Target Programs/projects /initiatives

Number of Incubator 1. To support incubator 3.0 initiatives, organise by UTM ICC § RG Head Faculty
commercialized IPs from Program 2. Identify relevant Program to handle Incubator among faculties § Incubator (60k)
deep tech research
projects facilitated and (1) members 3.0
3. Identify potential researchers to involve with the incubator Coordinator
registered exclusively
under UTM. program § TDPIPA

Number of
researchers

involve

(10%)

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Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-6 Target
Sustainability

Strategic Priorities S4: Strengthen UTM’s R & D & C & I capability and resilience to champion Number of commercialized IPs from deep 5-Year 2021
emerging knowledge and research areas tech research projects facilitated and
registered exclusively under UTM. 10 2
Key Initiatives: Special Research programme for future/ strategic/ signature to UTM that lead to
Scholarly Excellence (SE) [Blueprint] PIC Cost

Key Indicators Target Programs/projects /initiatives

Number of No. of Identify the key focus area and industrial partner and discipline for § Dekan
commercialized IPs from scholarly scholarly excellence program § TDA
deep tech research excellence § TDPIPA
projects facilitated and
registered exclusively program
under UTM.

(1)

24

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-6 Target
Sustainability
Strategic Priorities S4: Strengthen UTM’s R & D & C & I capability and resilience to champion Number of commercialized IPs from deep 5-Year 2021
emerging knowledge and research areas tech research projects facilitated and
registered exclusively under UTM. 10 2
Key Initiatives: Funders partnership program [Blueprint]
PIC Cost
Key Indicators Target Programs/projects /initiatives

Number of No. of 1. Support ICC to identify potential researchers to join § RG
commercialized IPs from researcher matchmaking boot camp program (i.e Cradle Fund, Teraju etc) Heads
deep tech research s involve,
projects facilitated and 2. RG should identify 1 industrial partner for funding § TDPIPA
registered exclusively (10%) 3. Identify several industries that potentially help researchers for

under UTM. funding

4. Leverage the PhD industry programmes by having MoA and

No. of MoU related to the program

industrial

partnership

program

(1)

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Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-7 Target
Sustainability

Strategic Priorities S4: Strengthen UTM’s R & D & C & I capability and resilience to champion Number of new academic product and 5-Year 2021
emerging knowledge and research areas services to support institutional growth
TBD 19
Key Initiatives: Establishment of new academic programmes
PIC Cost
Key Indicators Target Programs/projects /initiatives
TDA 20k/Program
1. Number of industry- 5 1. Professional Certificate for Water Industry Operators
customized 2. Professional Certificate in Data Analytics/Big Data
academic 2 3. Professional Certificate in Policy Studies
programmes 4. Professional Certificate in Environmental Sustainability
2 5. Professional Certificate in Sustainable Construction
2. Number of 10
6. Professional Certificate in Machine Learning/Deep Learning
transdisciplinary 7. Professional Certificate in Project Management
programmes 8. Professional Certificate in Telecommunication Network Specialist
3. Number of ODL 9. Professional Certification in Cybersecurity
programmes 10.Professional Certificate in IT Project Management
4. Number of
11.Professional Certificate in Energy Management
programmes with 12.New academic program that integrate technology, informatics, and
Professional
Certification policy (e.g. Master in Technology, Informatics, and Policy)

26

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-7 Target
Sustainability

Strategic Priorities S4: Strengthen UTM’s R & D & C & I capability and resilience to champion Number of new academic product and 5-Year 2021
emerging knowledge and research areas services to support institutional growth
TBD 19
Key Initiatives: Special New Academic Courses
PIC Cost
Key Indicators Target Programs/projects /initiatives
MC
1. Number of micro- 3 Introduce and established several micro credential courses: Manager
credential courses 1. Fundamental of Data Science with Python (Beginners Level)
3 2. Hazard Identification, Risk Assessment and Control (HIRAC)
2. Number of MOOCs 3. TRIZ Level 1
4. Failure Mode and Effect Analysis (FMEA)

5. Programming with Python
6. Statistic & Probability with R
7. Data Processing & Visualization
8. Agile Software Engineering
9. Database Management

10. Cloud Computing for Big Data
11. Fundamental of Data Science
12. Data Quality Management
13. Machine Learning

27

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-8 Target
Sustainability
Percentage of academic staff 5-Year 2021
Strategic Priorities S4: Strengthen UTM’s R & D & C & I capability and resilience to champion involved in AIM4STAR project in
emerging knowledge and research areas 50% 30%
education and research
Key Initiatives: Identify AIM4STAR Project In Education And Research PIC Cost

Key Indicators Target Programs/projects /initiatives

Number of project 1 1. Faculty to identify the existing research project that is ready for § TDPIPA
AIMSTAR program (i.e Royal Belum, Toy Library) § ADEGE

2. Establish research showcase room (physical and virtual)

28

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-8 Target
Sustainability
Percentage of academic staff 5-Year 2021
Strategic Priorities S4: Strengthen UTM’s R & D & C & I capability and resilience to champion involved in AIM4STAR project in
emerging knowledge and research areas 50% 30%
education and research
Key Initiatives: Networking To Establish AIM4STAR Project PIC Cost

Key Indicators Target Programs/projects /initiatives

1. Percentage of 2 1. Awareness on AIM4STAR program among researchers § TDPIP
academic staff 1 2. Encouragement Program for Collaboration activities among § ADEGE
involve in
matchmaking and entities involved § TDPIP
embedding § ADEGE
quadruple helix 1. Appointment of visiting professor specific for the project
ecosystem(AIMS4S 2. Appointment of Adjunct Professor from industry
TAR) activities

2. Number of academic
staff appointed as
visiting/ adjunct
professors

29

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-9 Target
Sustainability
Number of Government-Academia- 5-Year 2021
Strategic Priorities S5: Nurture strategic nexus between Government-Academia-Industry- Industry-Community consortium
Community (the quadruple helix) ecosystem to sustain university growth (AIMS4STAR) 20 4

Key Initiatives: Established industry-linked satellite lab [Blueprint] (part of AIMS4STAR initiative) PIC Cost

Key Indicators Target Programs/projects /initiatives

Number of Government- 7 1. Improve and officiate the establishment of Integrated Cyber § RGs
Academia-Industry-
Evidence (ICE) and Science Technology Religion Engineering § SIGs
Community consortium
Arts, and Math (STREAM) Lab
(AIMS4STAR)
2. To secure research funding for self-sustained lab – research grant

application

3. Establish basic infrastructure for the lab

4. Plan short, medium, and long-term activities for the satellite lab

30

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-9 Target
Sustainability
Number of Government-Academia- 5-Year 2021
Strategic Priorities S5: Nurture strategic nexus between Government-Academia-Industry- Industry-Community consortium
Community (the quadruple helix) ecosystem to sustain university growth (AIMS4STAR) 20 4

Key Initiatives: Smart partnership with key industries PIC Cost

Key Indicators Target Programs/projects /initiatives

Number of Government- No of ind. 1. Identify potential collaborators and ambassadors (CEO at § TDPIP
Academia-Industry- Ambassador Faculty) § ADEGE

Community consortium (1) 2. Establish win-win business model

(AIMS4STAR) 3. MOU/MOA

No of SME

engagement

4

(Quarterly)

31

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-11 Target
Sustainability
Amount of funding supporting teaching 5-Year 2021
Strategic Priorities S5: Nurture strategic nexus between Government-Academia-Industry- & learning and research activities
Community (the quadruple helix) ecosystem to sustain university growth 300mil TBD
related to GUCI consortium (AIM4STAR)
Key Initiatives: Engagement With Government and Research Funder PIC Cost

Key Indicators Target Programs/projects /initiatives

Amount of funding 1 Eng. 1. Identify influencer and support system to support the engagement § TDPIPA
(100k)
supporting teaching & 2. Engagement with TDA/ICP Project (under MOF) § ADEGE
learning and research
activities related to 3. Engagement with ministries via community and industry division
AIM4STAR consortium
4. Engagement with NGOs that eligible for community program

funding

OD: Funding from 5. Awareness and promotion on double tax deduction (DTD)
government, industry,
community, local and
international.

32

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 3: Institutional Growth through Unique Niche and Specialization for Long-term KAI-11 Target
Sustainability
Amount of funding supporting teaching 5-Year 2021
Strategic Priorities S5: Nurture strategic nexus between Government-Academia-Industry- & learning and research activities
Community (the quadruple helix) ecosystem to sustain university growth 300mil TBD
related to GUCI consortium (AIM4STAR)
Key Initiatives: UTM Advancement fundraising PIC Cost

Key Indicators Target Programs/projects /initiatives

Amount of funding 100k 1. Establish clear mechanism for endowment benefits to FTIR’s § TDPIPA
supporting teaching & students § ADEGE
learning and research
2. Awareness and promotion on tax exemption for staff and alumni
activities related to
AIM4STAR consortium 3. Explore crowdfunding source of income for scientific research,
community works, and product commercialization.

OD: Funding from
government, industry,

community, local and
international.

33

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 4: Transformative Life Experiences through Knowledge Empowerment and Trust KAI-12 Target

Strategic Priorities S6: Provide sustainable campus experience to UTM’s students, staffs and Percentage/amount of budget allocated 5-Year 2021
surrounding community to create sustainable and smart campus.
TBD 150mil
Key Initiatives: Diversified Income Generation
PIC Cost
Key Indicators Target Programs/projects /initiatives

Net income generated 300k 1. Strengthened Academic Based Programme – EDGE, § TDPIPA
to finance sustainable Microcredential § EDGE
and smart campus § MC
2. Monetization of Asset – BATC, Facilities, Incubator 3.0
Manager
3. Increase Business Entity contribution – APEL, FTIR Business § Business
Centre, TNE Sudan, Conferences/Trainings/Workshops
Manager
4. Philanthropic Income - potential company/individual (i.e. KRU, § APEL
AirAsia etc.)
Manage
5. R&D, Commercialization and Consultancy - spin-off company &
§ Spin-off
consultation BOD

34

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 4: Transformative Life Experiences through Knowledge Empowerment and Trust KAI-12 Target

Strategic Priorities S6: Provide sustainable campus experience to UTM’s students, staffs and Percentage/amount of budget allocated 5-Year 2021
surrounding community to create sustainable and smart campus.
TBD 150mil
Key Initiatives: Sustainable Funding Mechanism
PIC Cost
Key Indicators Target Programs/projects /initiatives

Net income generated Percentage 1. Comprehensive Funding Guideline/Procedure: Sources of § TDPIPA

to finance sustainable of fund, operational definition (OD), criteria & profitability analysis § EDGE
and smart campus completion 2. Space utilization audit - to focus on utilization to generate less § MC
. operating cost Manager
100%

(30%) 3. Space optimization - to reduce FTIR operational cost for § Business

sustainable operating cost. Manager

No of § APEL

Guideline/ Manage

Procedure § Spin-off

from all BOD

entities

(3)

35

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 4: Transformative Life Experiences through Knowledge Empowerment and Trust KAI-14 Target

Strategic Priorities S7: Enculturate data driven culture with high level of trust in tech Numbers of data driven report on 5-Year 2021
Key Initiatives: Data/Info/Knowledge quality capturing and compiling initiatives teaching & learning, research and other
matters related to University operation 10 2

Key Indicators Target Programs/projects /initiatives PIC Cost

Numbers of data driven 40% 1. Quarterly data gathering, cleaning and analyzing § UTM
report on teaching & 2. Develop standard analytics dashboard report (internal database) Digital

learning, research and - identify the user requirements from the perspective of academic, research and § IT
other matters related to Manager
University operation others

- develop data understanding for potential analytics dashboard reporting
- integrate data gathering, cleansing and integration
- visualize data analytics report

OD: Reports that include all components related to data-driven culture. Report categories
1.Teaching and Learning
2.RDCI,
3.Human Resource,
4.Finance,
5.Student experiences
6.Internationalization,
7.Smart Campus (Digital Services and Facilities),
8.Infra and facility services
9.Library services
10.Quality Practices

36

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 4: Transformative Life Experiences through Knowledge Empowerment and Trust KAI-14 Target

Strategic Priorities S7: Enculturate data driven culture with high level of trust in tech Numbers of data driven report on 5-Year 2021
Key Initiatives: Data-driven culture training and development initiatives teaching & learning, research and other
matters related to University operation 10 2

Key Indicators Target Programs/projects /initiatives PIC Cost

Numbers of data driven 2 1. Awareness on the importance of data reporting HR (Training &
report on teaching & Every 2. New competency and upskilling program Development)
semester
learning, research and - Allow database administrator to integrate data from all
other matters related to 30 staff applications
University operation (20%)
- Appoint digital designer to create infographics

OD: Reports that include all components related to data-driven culture. Report categories
1.Teaching and Learning
2.RDCI,
3.Human Resource,
4.Finance,
5.Student experiences
6.Internationalization,
7.Smart Campus (Digital Services and Facilities),
8.Infra and facility services
9.Library services
10.Quality Practices

37

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 4: Transformative Life Experiences through Knowledge Empowerment and Trust KAI-14 Target

Strategic Priorities S7: Enculturate data driven culture with high level of trust in tech Numbers of data driven report on 5-Year 2021
Key Initiatives: Data/Info/Knowledge communication initiatives/ Branding teaching & learning, research and
other matters related to University 10 2

operation PIC Cost

Key Indicators Target Programs/projects /initiatives

Numbers of data driven 4 1. Sharing of best practices at university / national international § STREAM
report on teaching & (Quarterly) levels § ADEGE

learning, research and - Roadshows (sharing infographics)
other matters related to - Social / Mass Media
University operation
OD: Reports that include all components related to data-driven culture. Report categories
1.Teaching and Learning
2.RDCI,
3.Human Resource,
4.Finance,
5.Student experiences
6.Internationalization,
7.Smart Campus (Digital Services and Facilities),
8.Infra and facility services
9.Library services
10.Quality Practices

38

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 4: Transformative Life Experiences through Knowledge Empowerment and Trust KAI-14 Target

Strategic Priorities S7: Enculturate data driven culture with high level of trust in tech Numbers of data driven report on 5-Year 2021
Key Initiatives: Data/Info Audit initiatives teaching & learning, research and
other matters related to University 10 2

operation PIC Cost

Key Indicators Target Programs/projects /initiatives

Numbers of data driven 1 Audit on quality of data § ADQS

report on teaching & OD: Reports that include all components related to data-driven culture. Report categories § Internal
learning, research and 1.Teaching and Learning auditors

other matters related to 2.RDCI,
University operation
3.Human Resource,
4.Finance,

5.Student experiences

6.Internationalization,
7.Smart Campus (Digital Services and Facilities),

8.Infra and facility services

9.Library services
10.Quality Practices

39

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 4: Transformative Life Experiences through Knowledge Empowerment and Trust KAI-14 Target

Strategic Priorities S7: Enculturate data driven culture with high level of trust in tech Numbers of data driven report on 5-Year 2021
Key Initiatives: Data-driven Decision Making initiatives at management level
teaching & learning, research and 10 2
other matters related to University
PIC Cost
operation

Key Indicators Target Programs/projects /initiatives

Numbers of data driven 2 Data driven decision making in division/exec meeting Executive
report on teaching & 1 Committee

learning, research and OD: Reports that include all components related to data-driven culture. Report categories
other matters related to 1.Teaching and Learning
University operation 2.RDCI,
3.Human Resource,

4.Finance,
5.Student experiences
6.Internationalization,
7.Smart Campus (Digital Services and Facilities),
8.Infra and facility services
9.Library services
10.Quality Practices

40

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 5: Attain Global Eminent as Malaysian Top Research University in 2025 KAI-15 Target

Strategic Priorities S8: Achieve global eminence as a distinguished Malaysia Research University Ranking of UTM in World QS ranking 5-Year 2021
in-line with national and global agenda
100 150-200
Key Initiatives: Strategic Engagements with international partners
PIC Cost
Key Indicators Target Programs/projects /initiatives
§ ADEGE
1. Number of MOU/MOA 3 Global eminence initiatives planning to identify new strategic § Alumni
signed for Academics 5 networking and collaboration eg. Engineering Education
and Professional 3 consortium, Quality and Accreditation Network, Research Coordinator
Programmes Network, Academic Network, University-Alumni, Students
20% Network, Industries/Multi National Companies
2. Number of MOU/MOA
signed for students 1. Signature/ International Conference
development with 2. Appointment of visiting/adjunct Prof (not limited to academic or
MNC/GLCs
research only, but also support for example in product
3. Number of MOU/MOA commercialization, engagement with industry,
signed for research etc.)/Lecturers/Researches
activities with 3. Students collaboration or networking initiatives
international institutions 4. Provide new and upgraded international standard
accommodation and facilities
4. Capacity Percentage
completion of the project

41

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 5: Attain Global Eminent as Malaysian Top Research University in 2025 KAI-15 Target

Strategic Priorities S8: Achieve global eminence as a distinguished Malaysia Research University Ranking of UTM in World QS ranking 5-Year 2021
in-line with national and global agenda
100 150-200
Key Initiatives: Strategic Engagements with international partners
PIC Cost
Key Indicators Target Programs/projects /initiatives

Number of 3 Global eminence new initiatives planning to strengthen existing ADTNE

newprograms/ activities strategic networking and collaboration

§ ATU-Net

§ Indonesia-Malaysia Research Consortium (I’MRC)

42

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 5: Attain Global Eminent as Malaysian Top Research University in 2025 KAI-15 Target

Strategic Priorities S8: Achieve global eminence as a distinguished Malaysia Research University Ranking of UTM in World QS ranking 5-Year 2021
in-line with national and global agenda
100 150-200
Key Initiatives: QS Subject Ranking in Top 100 initiatives
PIC Cost
Key Indicators Target Programs/projects /initiatives

Number of subjects 1 1. Increase awareness on university ranking criteria All staff
(Policy) 2. Improve public relations with stakeholders
3. Leverage relationship with alumni

4. Get more feedback/ responses from external

43

Faculty: Razak Faculty of Technology and Informatics Action Plan 2021

Strategic Thrust 5: Attain Global Eminent as Malaysian Top Research University in 2025 KAI-15 Target

Strategic Priorities S8: Achieve global eminence as a distinguished Malaysia Research University Ranking of UTM in World QS ranking 5-Year 2021
in-line with national and global agenda
100 150-200
Key Initiatives: The Impact Ranking initiatives and other ranking addressing sustainability (SDGs
initiatives) PIC Cost

Key Indicators Target Programs/projects /initiatives

Ranking position 1 Action Plan: ADEGE
1. Identify impact rankings that relevant to FTIR

2. Awareness campaign on ranking criteria
3. Form a task force to study the impact

44

Thank You

45