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TNCP Task Force(Campus Sustainability, ICT, Infrastructure, Community

Engagement & Industry Linkage)

Presentation to the Steering Committee on

Review of UTM Global Plan 2014-2020

13th August 2014

Task Force Members

Campus Sustainability

• Prof. Dr. RahmalanAhmad (Leader)

• Prof. Dr. Zainuddin Abd Manan

• PM Dr. Rozana bt Zakaria

• Dr. Irina Safitri Zen

• Pn. Hjh. Sharifah‘Alwiah binti Syed Alwi (Financial Sustainability)

ICT

• Prof. Dr. Safa’ai bin Deris (Ketua)

• Prof. Dr. Aizaini bin Maarof

• Prof. Madya Dr. Sulaiman bin Mohd Nor

• PM Hanizam bin Sulaiman

• Tn Hj Alias bin Mohd

Infrastructure

• Prof. Dr. Hamdani Bin Saidi (Leader)

• Prof. Dr. Abd. Latif Bin Salleh

• Tn. Hj. Zulkarnain Bin Mohd Shah

• Sr. Hjh Rohayah BintiYusoff

• Pn. Hjh. Kamariah Binti Nor Mohd Desa

• Anuar Bin Talib

• Pn. Nor Asikin BintiMohamad

CE & IL

• PM Dr. Nur Naha binti Abu (Ketua)

• PM Dr. Othman bin Ibrahim

• Prof. Dr. Thiruchelvam A/L Kanagasundram

• En. Halim bin Adam

5 Mega Trends in HE – EY Report 2012

• Quality student facilities.• Campus sustainability.• Financial sustainability.

• Uni-Industry linkage & partnerships• Regional engagement

• Physical infrastructure• Cyber-infrastructure

EY2012: Potential future model – ‘niche dominators’

The Sustainable Campus

• Universities have a large environmental footprint, hence making them a key focus for sustainability efforts.

• About 23% of students revealing in a 2008 survey in the US that a college’s commitment to the environment would “strongly” or “very much” contributes to their decisions about which schools to apply to or attend. (Princeton Review’s 2008 College: Hopes & Worries Survey).

• MonsterTRAK also reported that 92% of college graduates want to work for a company that cares about the environment.

• The National Wildlife Federation found that 64% of campus leaders believe that environmental stewardship and sustainability fits with the culture and values of their campus.

• Colleges that invest in sustainability are saving money and gaining a competitive advantage.

Future Campus Physical and Cyber-Infrastructure

• In the new operating environment of the digital age, ICT has an instrumental role in University’s service delivery.

• In order for universities to remain competitive in this increasingly competitive market, they need to re-engineer their portfolio of services around the emerging technologies and customer service.

• The physical and cyber-infrastructure strategy should be designed to achieve this as it provides a framework and set of processes for maximising the effectiveness of limited budgets.

• Campus infrastructure, both physical and digital, has to respond to the new trends in learning mode.

• If the global trend in Teaching & Learning suggests that more of curriculum will be delivered off-campus and online, then the physical and cyber-infrastructure needs to be able to support this change of direction and ensure that the majority of core applications are web and mobile-enabled.

The Third Role of Engaged University

• The role of universities has evolved over the last 20 years. Where once largely focused on teaching and research within a universal community of knowledge-creating institutions, universities are adopting a third role in regional economic development, which can also be described as “community service”, “regional engagement”, “regional innovation organisation” and “academic entrepreneurialism” (OECD 1999).

• Global higher education is seeing the emergence of entrepreneurial universities, which actively engage their regional environment in a strategic manner. This development includes the reframing of the ‘boundary-spanning’ roles of new university unit and also the ‘third role’ of the universities i.e. their active contribution to regional development through knowledge spillovers from teaching and research (Gunasekara, 2004).

• Community Engagement should be embedded in all University’s strategic priorities as it enhances the quality and impact of our core activities: teaching and learning, research, student experience and civic responsibility.

• Our CE & IL strategy should address the need for a more coordinated and focused approach against the backdrop of financial uncertainties.

3 Key Themes (Flagships)

• An environmentally friendly and enriching campus, offering student-centred learning experiences with a wide range of flexible programmes.

• A healthy campus environment, with a prosperous economy through energy and resource conservation, waste reduction and an efficient environmental management.

The Sustainable Campus

• ICT is a key enabler in the University’s transformational change agenda. The foundation of a strong cyber environment is a coherent collection of well-managed resources, customer needs and service focus.

• Our infrastructure, both physical and digital, has to respond to the new trends in T&L which suggests that more of curriculum will be delivered off-campus and online.

The Digital Campus

• A Research University with impactful contribution to the local and global communities.

• A university that champions the development of the third world through human capital development and Research & Development.

• The ‘third role’ of the universities i.e. their active contribution to regional development through knowledge spillovers from teaching and research.

The Engaged Research University

Campus Sustainability (Low Carbon Campus)

Strategy or Strategic

Objective (SO)

Status Programme/ Project/ Initiative

KAIStatement

Status Operational Definition (OD)

KAI Target Implications – Finance, HR, Physical, Governance

2015 2016 2020

Low Carbon Campus(Replaces SO: Campus Sustainability)

New Green/Low Carbon infrastructure and facilities (GT retrofit, EE, RE, Green Transportation, Walkable & Cyclable, Integrated water management., Integrated waste management).

Integrated Low Carbon Campus Index (LCCI)

New The KPI addresses the cost and carbon emission performance of resource utilization covering the consumption of energy, water, fuel, utilities, and the generation of waste and the effluent discharge.Data needed such as energy consumption Building Energy Efficiency Index (EEI) (Kwh/M2/Yrs), water, waste and transportation.

Physical & infrastructure development : integrated resource management system (consumption & conservation, prevention of losses, recycling, resource harvesting, upgrading). eg. water, energy, fuel, materials, emission and discharge.Finance : For physical and infrastructure development, human resources, research & development R&D.Governance :UTM CS Policy, incentives & penalty, management structure, working group, committee, working procedure, involvement of key stakeholders.HR : Capacity building, training need analysis, competent professionals in sustainability

Global Branding on CS (Certification/ranking & recognition.Benchmarking.Competition.Networking and Collaboration.)

World Ranking on Green Campus (now 98)

New The UI Green Metric Ranking is one of several sustainability rankings in higher education. It scores institutions’ efforts in categories including green statistics, energy and climate change, waste management, water usage, transportation, and energy.

Campus Sustainability(Low Carbon Campus)


Objective (SO)


KAIStatement

Status Operational Definition (OD)


2015 2016 2020

Low Carbon Campus

New Capacity building using Education for Sustainable Development (ESD) framework.

SustainabilityCulture Index (SCI)

New The KPI addresses the human aspects by developing sustainability culture index (SCI) to cover the formal and extracurricular programs which embed the Education for Sustainable Development (ESD).SCI covers the following :% coverage curriculum embedded sustainability aspects.Nos. of innovative sustainability research output transferred into campus,Nos. of extra curricula ESD (Education for Sustainable Development) programs.

Physical & infrastructure : Conducive facilities - classroom, labs (living lab, digital lab, smart IT facilities) Finance : for physical & infrastructure, HR.Governance : curriculum and program design towards global branding, certification, standardization/ acknowledgement and networking.Integrated Management Structures to bridge the divide (separation) between facility mgmt. and R&D activities.HR : Bridging the knowledge gap by using structured & certified program, training need analysis, competent professionals in sustainability.

ICT (Digital Campus)


Objective (SO)


KAIStatement

Status Operational Definition (OD) KAI Target Implications – Finance,

HR, Physical, Governance

2015 2016 2020

Excellent service delivery

Retained • Pembangunan EA.

• Pengukuhanprestatsi aplikasi.

• Pemantapan penyampaian maklumat.

User satisfaction in ICT service delivery .

New This KPI will measure the user satisfaction of IT services on 2 aspects: Incident Performance and CSI.Incident Perfomance – measures include no of incidents, no of incident closed, recovery time – these are captured and generated by Adu-IT.Customer Satisfaction Index - CSI – an index from customer survey

Incident:

95

CSI: 88

Incident:

96

CSI: 90

Incident:

98

CSI: 95

State of the art facilities

Retained • Pemerkasaan infra

• Pengukuhan

keselamatan.

• Peningkatan

penggunaan

penggunaan cloud.

Number of provisions of IT facilities

New This KPI measures the quantum and intensity of different categories and types of ICT facilites and its availability to support operational demand of ICT services:No of servers - no of physical and virtual servers available for application.Storage capacity – is the size of storage capacity in GB/TB.No of applications – no of applications installed and operational to support core business of university.Wifi Coverage – percentage of area of campus covered by WIFI sercive.No of software licenses – no of license of different types of software for teachig, learning, research and adminisrative useAvailability – percentage of service up time (%) which will be automatically captured by the monitoring systems (e.g. IDS, SNORT, NAGIOS, OP-MANAGER etc.) An overall average will be used.Security Incident: is percentage of security breach that may intrupt operations of systems and services.

No. svr:

350

Storage:

100 TB

WIFI:

70%

Applicati

on: 132

Avalibilit

y: 98

Security

Inc: 4%

No. svr:

400

Storage:

200TB

WIFI:

80%

Applicati

on: 150

Avalibilit

y: 98

Security

Inc: 3%

No. svr:

500

Storage:

1PB

WIFI:100

%

Applicati

on: 200

Avalibilit

y: 99

Security

Inc: 1%

Infrastructure(Expandable Infrastructure)


Objective (SO)


KAI Statement Status Operational Definition (OD)


2015 2016 2020

L2 State-of-the-art Facilities

Retained • Establish task force for lab accreditation.

• Establish lab inventory master list.

L2.1 Number of accredited labs.

Improved No of accredited labs with certification from qualified body GMP/GRP/GLP/ISO 17025/ISO 1518

10 nos 25 nos 100% • Equipment supplied shall be accredited by the supplier.

• Accreditation/calibration of new lab equipment is part of suppliers scope of work.

• Possible increase in capital cost.• Increase in income generation

through lab services

Digital conversion of library collections from hardcopy.

L2.2 % increase of library digital collections.

Improved

Percentage of accessible library digital content, anywhere and anytime (24/7).

80% 90% 100%Cost of online databases subscription.

Retained

• Digitize and develop software facilities (lab, library, classroom) for interactive learning (to be matched with the initiatives from T&L and CICT Group).

• Project (1 smart lecture classroom, 1 digital content for that particular subject)

L2.3 No of Expandable infrastructure (EI) project

New

No. of built Infrastructure to enable accessibility to new ways of learning. Not limited by time, location, space, distance and expertise.

1 No 5 Nos 10 Nos

Policy on UG:PG ratio and optimum Ratio of Support Staff to Academic Staff.New allocation required for development.New ways of asset management and space optimization.Skilled and competent HR in software development.

Community Engagement(Innovative S & T for Society)


Objective (SO)




2015 2016 2020

S6 : Outstanding contribution to society

Retained • Social Mentors Partnership - Capacity Building

• Energising CBPR programmes with multiple stakeholders (Helix stakeholders)

• Develop Social Entrepreneurs through Social Enterprise Initiative

S6.1 No. of community-based participatory research projects

Retained Number of community engagement activities that actively involve community residents participation in the full spectrum of research (from conception, design, conduct, analysis, interpretation, conclusions and communication of results) with a goal of influencing change in community health, systems, programs or policies.

20 30 50 • Social Economic Development Governance for Bandar PenawarDevelopment

• Policy for Structured SEED Programme

• Financing SEED programme for Bandar Penawar Development

P7 : USR for Community Engagement and Outreach

Retained • Use USM/MOE CE Sustainability Impact Assessment-CE Sustainability Index

• Develop -Academia/Industry/Community Track Recognition

P7.1: Number of staff participating in community engagement activities

P7.2: Number of students attended Services Learning Programmes

P7.3: Amount of community engagement funding received

-Retained current KPIs (P7.1, P7.2, P7.3)

-Insert New KPI: P7.4 Community Engagement Sustainability Index Level

CE Sustainability Index Level via MOE

TBC TBC TBC • Establish UTM CE Collaborative Council Governance via JKTS JIM

• Develop CE Sustainability Governance in UTM

Industry Linkage(Collaborative Industry Driven Innovation)


Objective (SO)




2015 2016 2020

S1: Globally Marketable and Outstanding Graduates

Retained • Develop German Steinbeismodel- like academic programmes linked through ICOE programmes

• Develop special industry voucher scheme

• 1 Graduate 1 Industry/Company Programme

• Enhancing/Increasing ICOE Programmes across MOE-UTM economic clusters eg. UTM Bio-tech, Oil & Gas, Automotive, Healthcare

• Residentials across curriculums

S1.1 Percentage of graduates employed at convocation time

S1.2 Number of students receiving awards at national and international level

-Retained existing KPIs(S1.1, S1.2)

-Insert New KPIS1.3 No. of students engaged in ICOE programmes

Students who haveprojects/programmesthrough their respective faculties contributing to the ICOE programmes (via prioritized economic clusters)

20 40 100 • ICOE Collaborative Council across economic Clusters Collaborative Council Governance

• Develop Special SME Voucher -Scheme which requires funds to attract industries to work with faculties/PTJs

• Residential concept in programmes –find partner industries to work at this

Industry Linkage(Collaborative Industry Driven Innovation)


Objective (SO)




2015 2016 2020

P6: Strong National and International Linkages and Positions

Retained 1)Develop MyAIN (self-sustaining resource and networking platform/interactive portal/data warehouse

2)Enhance Rewards and recognition to staff that bring in industrial projects

3)Develop Academia Industry Community Collaborative council.

4) War Room –TownhallConcept for Economic Clusters based on UTMs prioritized areas

P6.1 No.of MOAs signed at national and international levelP6.2 Number of awards and recognition conferred by national and international learned and professional bodiesP6.3 No. of staff involved in joint international research projectsP6.4 Number of staffs appointed as chairmanship/committee positions for the international professional bodies/associations at international levelP6.5 Number of staffs appointed as field experts/advisor at national and international level

Retained existing KPIs (P6.1, P6.2, P6.3, P6.4, P6.5)

Insert New KPIP6.6 No of staff engaged in ICOE programmes

Staff activelyparticipating in Industry Centre of Excellence Programmes (ICOE) across prioritized economic clusters (open to other clusters too)

30 40 60

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