KOMITMEN BERTERUSAN

OUR ACHIEVEMENT – STRATEGIC PLAN ... The need to embrace the right coordinate of habit, attitude and special preparation in paving UMP’s strategic pat...

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KOMITMEN BERTERUSAN. Continuous Commitment. Tahun 2016 mencabar warga kerja UMP untuk terus berkhidmat cemerlang bagi mengupayakan sistem penyampaian yang terbilang. 2016 challenges all UMP associates to serve excellently towards enabling an outstanding delivery system for our clients and stakeholders.

Semester II 2015/2016…

Selamat kembali para mahasiswa! Welcome back dear students!

KEGEMILANGAN. SASARAN STRATEGIK KITA. Glory. Our Strategic Target. Kombinasi komitmen dan kesedaran dalam kalangan warga kerja dan mahasiswa akan memberi impak besar dalam konteks kemenjadian UMP pada tahun 2020 kelak. The combination of high commitment and deep realization among UMPians, both associates and students is significantly impactful in actualizing our aspired state of existence in 2020.

PENCAPAIAN PELAN STRATEGIK & PSPTN (SEHINGGA 31 DISEMBER 2015)

PELAN STRATEGIK PENGAJIAN TINGGI NEGARA (PSPTN)

PELAN STRATEGIK UMP

11 KPI

12 KPI

12 KPI

12 KPI

100%

100%

67%

75%

(12KPI)

(12KPI)

(8KPI)

(9KPI)

12 KPI

67% (8 KPI)

KRA 1: Kebolehpasaran Graduan (6 bulan selepas bergraduat) (Capai 75% / Sasar 80%) KRA 2: Penjimatan Kos (Capai 1.15% / Sasar1.5%) KRA 3: Sijil Perakuan Profesional (Capai 70% / Sasar 100%)

33% (4 KPI)

23% (3 KPI)

33% (4 KPI)

2011

2012

2013

2014

2015

47%

72%

64%

91%

97%

(23KPI)

(42 KPI)

(20 KPI)

(30 KPI)

(32 KPI)

29% (14 KPI)

24% (12 KPI)

49 KPI

12%

23%

(7 KPI)

(7 KPI)

16%

13%

(9 KPI)

(4 KPI)

58 KPI

31 KPI

9% (3 KPI)

33 KPI

3% (1 KPI)

33 KPI

KRA 4: Indek Kepuasan Staf (Capai 66% / Sasar 90%)

CAP: Kebolehpasaran Graduan (Peratus siswazah yang mendapat pekerjaan semasa konvokesyen) (Capai 72%/ Sasar 80%)

OUR ACHIEVEMENT – STRATEGIC PLAN & PSPTN (AS AT 31 DECEMBER 2015)

NATIONAL HIGHER EDUCATION STRATEGIC PLAN (PSPTN)

UMP STRATEGIC PLAN 2011-2015

11 KPI

12 KPI

12 KPI

12 KPI

100%

100%

67%

75%

(12KPI)

(12KPI)

(8KPI)

(9KPI)

12 KPI

67% (8 KPI)

KRA 1: Graduate Employability (6 months after graduation) (Achieve 75% / Target 80%) KRA 2: Cost Economization) (Achieve 1.15% / Target %) KRA 3: Professional Certification (Achieve 70% / Target 100%)

33% (4 KPI)

23% (3 KPI)

33% (4 KPI)

2011

2012

2013

2014

2015

47%

72%

64%

91%

97%

(23KPI)

(42 KPI)

(20 KPI)

(30 KPI)

(32 KPI)

29% (14 KPI)

24% (12 KPI)

49 KPI

12%

23%

(7 KPI)

(7 KPI)

16%

13%

(9 KPI)

(4 KPI)

58 KPI

31 KPI

9% (3 KPI)

33 KPI

3% (1 KPI)

33 KPI

KRA 4: Employee Satisfaction Index (Achieve 66% / Target 90%)

CAP: Graduate Employability (Percentange of employed graduates during Convocation) (Achieve 72%/ Target 80%)

11.08.2015 STATUS AUTONOMI. CABARAN, BUKAN KEISTIMEWAAN. Autonomous Status. A Challenge, Ain’t Privilege.

Skop Autonomi UMP Autonomous Scope for UMP TADBIR URUS INSTITUSI Institutional Governance

TADBIR URUS KEWANGAN Financial Governance

TADBIR URUS AKADEMIK Academic Governance

TADBIR URUS SUMBER MANUSIA Human Resource Governance

KEJAYAAN UMP 2015. Our 2015 Feat. Terima kasih semua! Thank you all UMPians!

“Perihal garapan usaha secara terancang, terarah dan terstruktur dalam ekosistem strategik dalam menentukan untung nasib UMP pada masa muka.”

“The state of putting our effort in a well-planned, well-directed and well-structured way within a strategic ecosystem towards the intended destiny for UMP.”

PELAN STRATEGIK UMP 2016-2020. UMP Strategic Plan 2016-2020. Rangkaian usaha warga UMP untuk menggarap Takdir yang menguntungkan bagi Universiti ini. The collective efforts of UMPians in designing a rewarding destiny for this University.

“Sesungguhnya Allah tidak mengubah apa yang ada pada sesuatu kaum sehingga mereka mengubah apa yang ada pada diri mereka sendiri.” “Verily! Allâh will not change the good condition of a people as long as they do not change their state of goodness themselves” (Al-Qur’an, Surah ar-Ra’d: 11)

MANUSIA MERANCANG, TUHAN MENENTUKAN. Man proposes, God disposes.

PULANGAN MENGUNTUNGKAN. Fruitful returns. Rekabentuk strategik ke arah 2020 tersebut turut menghasratkan nilai tambah reputasi, jenama dan kepercayaan umum terhadap UMP serta kesejahteraan warga Universiti ini. The strategic design towards 2020 Also looks at the value-adding prospects to UMP’s reputation, brand and public reception in addition to the enhancement of the well-being of UMP community.

DATA MyMoheS

Rankings

MyRA

Malaysia Government Portal & Website Assessment

MGPWPA

SETARA

WEBOMETRICS QS ASIA

PPPM (PT) 10

THES Times Higher Education

UI GREENMETRICS

LONJAKAN

2002-2007

2008-2010

2011-2015

Meletakkan Asas Universiti Teknikal

Memperkukuh Asas, Menjana Kecemerlangan

Universiti Teknologi Pilihan Utama

Foundation of a Technical University

Strengthening Foundation, Generating Excellence

First Choice Technological University

2016-2020

Universiti Teknologi Terunggul A Distinguished Technological University

Menjana Kegemilangan Generating Glory

Tagline: Memasyarakatkan Teknologi Communitising Technology

14

EMPAT FASA PERKEMBANGAN UMP

Four Phases of UMP’s Growth Meletakkan Asas Universiti Teknikal Foundation of a Technical University

2008 2010

Memperkukuh Asas, Menjana Kecemerlangan Strengthening Foundation, Generating Excellence

Universiti Teknologi Pilihan Utama First Choice Technological University

2016 2020

2002 2007

Menjana Kegemilangan Generating Glory

2011 2015

Institusi Pendidikan Tinggi berorientasikan teknologi bertaraf dunia. World-class technological oriented Higher Education Institution.

UMP PASCA 2020 UMP Beyond 2020

Menavigasi UMP. Navigating UMP. Tanpa bantuan teknikal dan kerjasama para krew, pelayaran sebuah kapal yang tercanggih turut berisiko mengalami kegagalan, walaupun sistem enjinnya berfungsi dengan baik. With no technical assistance nor support from the crews, the voyage of even the most sophisticated ship with good running engines would face the risk of failure.

REFLEKSI SILAM. Looking Back. Menziarahi semula laluan UMP selama ini bagi memastikan bahawa UMP sememangnya berada pada landasan persediaan yang betul ke arah kejayaan. Revisiting our strategic path to ensure that UMP stands on the right trajectory towards success.

Membina UMP Building UMP Lapan tema yang mendasari Amanat Tahunan Naib Canselor sejak tahun 2009 adalah ibarat batu bata binaan yang mengukuhkan lagi asas UMP. Just like building bricks, the theme for each Vice-Chancellor’s State of University Address since 2009 further solidifies the foundation of UMP.

8

ENGINEERING, TECHNOLOGY, CREATIVITY Memaknakannya Kepada Sebuah Universiti Berfokus Actualising A Focussed University

2009 Keperluan untuk menekuni hakikat kewujudan UMP sebagai sebuah universiti teknikal. The need to really embrace the reality of UMP’s existence as a technical university.

MEMBANGUN UNIVERSITI BAGI KEUNGGULAN LESTARI Nurturing The University Towards A Sustainable Excellence

2010 Keperluan untuk menekuni prospek kecemerlangan UMP dalam jangka masa panjang secara strategik dan terarah. The need to embrace the prospects of UMP’s long term excellence within a well-directed strategic framework.

KE ARAH UNIVERSITI PILIHAN UTAMA: TRANSFORMASI, MIGRASI DAN PENJAJARAN Towards A First Choice University: Transformation, Migration and Positioning

2011 Keperluan untuk menekuni acuan tabiat, sikap dan persediaan khusus dalam perjalanan strategik UMP. The need to embrace the right coordinate of habit, attitude and special preparation in paving UMP’s strategic pathway.

INOVASI BERDISIPLIN SEPANJANG MIGRASI Disciplined Innovation Throughout The Migration

2012 Keperluan untuk menekuni kepelbagaian persona warga UMP untuk dimanfaatkan secara optimum ke arah pengupayaan inovasi. The need to embrace the multidimensional aspects of UMPians’ persona to the maximum to enable a healthy innovative ecosystem.

MENUJU KECEMERLANGAN: KEMBALI KEPADA ASAS Towards Excellence: Back To Basics

2013 Keperluan untuk menekuni keupayaan semasa secara realistik dengan melihat pelbagai aspek asas yang praktikal berbanding keyakinan yang keterlaluan. The need to embrace our current capacity in a more realistic way by considering various fundamental aspects as opposed to being over-confident.

BERASASKAN NILAI, BERFOKUSKAN STRATEGI DAN BERPANDUKAN PRESTASI Values-based, Strategy-focused and Performance-driven.

2014 Keperluan untuk menekuni prinsip asas tadbir urus UMP bagi mengekalkan orientasi prestasinya. The need to embrace the fundamental principle of UMP’s governance to maintain the right orientation of its performance.

BERANI BERBEZA, MEMAKNAKAN AUTONOMI Dare To Differ, Actualizing Autonomy

2015 Keperluan untuk menekuni dimensi kekuatan UMP untuk muncul unik dalam kelasnya dengan jenama dan prestij tersendiri. The need to embrace the dimension of UMP’s capability to stand unique in its class with distinctive brand and prestige.

SALING KAITAN DAN KESINAMBUNGAN Connectivity and Continuity Bayangan masa depan UMP telah pun digarap melalui tujuh Amanat Tahunan Naib Canselor sejak 2009. Apa yang penting kini ialah penterjemahan gagasan dan pelaksanaan kata-kata. Since 2009. the Vice-Chancellor’s State of the University Addresses have outlined the desired strategic destiny for UMP. What really matters now is the execution of actions.

VISI KITA Our Vision

PELAN STRATEGIK UMP 2016-2020 UMP Strategic Plan 2016-2020

PEMBENTUKAN PELAN STRATEGIK UMP 2016-2020 Formulating UMP Strategic Plan 2016-2020

13.09.2015

Sumbangsaran semua Ketua Pusat Tanggungjawab Brain-picking with all Heads of Departments

08.10.2015

Taklimat Pelaksanaan Pembentukan oleh Naib Canselor Formulation Briefing by the Vice-Chancellor

21-22, 27-29.10.2015 01-03.12. 2015

Bengkel Troopers dan Penyelia bersama Konsultan Workshop for Troopers and Supervisors with the Project Consultant Bengkel ‘Strategic Moves’ bersama Ketua Pusat Tanggungjawab Strategic Moves Workshop with Heads of Departments

12.01.2016

Bengkel Penetapan KPI bersama Ketua Pusat Tanggungjawab KPI Finalization Workshop with Heads of Departments

13.10.2016

Pembentangan Konsultan kepada JK Pengurusan Universiti Project Consultant’s Briefing to the University Management Committee

18-19.01.2016

Bengkel Pemurnian Strategik Strategic Finetuning Workshop

22-24.01.2016

Bengkel Pembentukan bersama Lembaga Pengarah Universiti Formulation Workshop with the University Board of Directors

02.02.2016

Bicara Naib Canselor: Pelan Strategik UMP 2016-2020 Vice-Chancellor’s Briefing: UMP Strategic Plan 2016-2020

Rekabentuk Agung UMP The Grand Design of UMP GARIS MASA 2002-2020 2002-2020 Timeline MENJANA KEGEMILANGAN MENJELANG 2020 To Generate Glory by 2020 PERSEDIAAN SIKAP YANG KHUSUS Special Behavioural Preparations MODIFIKASI PERNYATAAN VISI DAN MISI Modification of Vision and Mission Statements

VISI KITA Our Vision

Hala tuju kita Our way forward

VISI KITA Our Vision

“UNIVERSITI TEKNOLOGI TERUNGGUL” (“Distinguished Technological University”)

MISI KITA Our Mission “Kami menyediakan pendidikan, penyelidikan dan perkhidmatan bertaraf dunia dalam ekosistem kejuruteraan dan teknologi kreatif dan inovatif yang memaksimumkan potensi insan untuk manfaat masyarakat”. “We provide world class education, research and services in an ecosystem of creative and innovative engineering and technology to maximize human potential for societal good.”

LIMA OBJEKTIF STRATEGIK The Five Strategic Targets

1

OBJEKTIF STRATEGIK PERTAMA The First Strategic Objective

“Menzahirkan graduan holistik yang relevan dengan keperluan masyarakat yang membudayakan teknologi dan keusahawanan melalui ekosistem universiti yang dinamik.” “Producing socially compatible holistic graduates through a dynamic university ecosystem that acculturates technology and entrepreneurship.”

2

OBJEKTIF STRATEGIK KEDUA The Second Strategic Objective

“Membina kewangan yang mampan demi kelestarian universiti.” “Establishing viable financial ecosystem for the sustainability of the university.”

3

OBJEKTIF STRATEGIK KETIGA The Third Strategic Objective

“Menghasilkan penyelidikan dan inovasi yang berteraskan teknologi demi memastikan kelestarian bakat dan bidang fokus penyelidikan.” “Producing technological-based research and innovation in ensuring the sustainability of research talents and focus areas.”

4

OBJEKTIF STRATEGIK KEEMPAT The Fourth Strategic Objective

“Menjadi wadah kemampanan pembangunan sosioekonomi, persekitaran dan masyarakat.”

“Functioning as the platform for sustainable socioeconomic, environmental and social development.”

5

OBJEKTIF STRATEGIK KELIMA The Fifth Strategic Objective

“Membina jenama yang menjadi pilihan masyarakat.”

“Building a community preferred brand.”

RINGKASAN OBJEKTIF STRATEGIK 2016-2020 The Summary of Strategic Objectives for 2016-2020 GRADUAN HOLISTIK Holistic Graduates

KEWANGAN YANG MAMPAN Viable Financial Ecosystem PENYELIDIKAN DAN INOVASI BERTERASKAN TEKNOLOGI Technological-based Research and Innovation

WADAH KEMAMPANAN PEMBANGUNAN The Platform for Sustainable Development

JENAMA PILIHAN Preferred Brand

PENDEFINISIAN LONJAKAN STRATEGIK Defining the Strategic Leaps

1

KEUNGGULAN AKADEMIK Academic Prominence

“Kurikulum yang inovatif, staf yang kompeten dan profesional, infrastruktur akademik yang efisien berorientasikan keperluan.” “Innovative curriculum, competent and professional staff, efficient needs-oriented academic infrastructure .”

2

KELESTARIAN KEWANGAN Financial Sustainability

“Menjana pendapatan, meningkatkan pelaburan dan mengoptimumkan perbelanjaan serta mewujudkan persekitaran kondusif yang dapat menyokong kelestarian universiti.” “Income generation, investment enhancement and optimization of expenses, creating conducive supporting environment for the sustainability of the university.”

3

KEUNGGULAN PENYELIDIKAN DAN INOVASI Research and Innovation Prominence

“Kemampanan penyelidikan yang memberi impak kepada masyarakat melalui kluster penyelidikan yang berstruktur.” “Socially impactful research sustainability through structured research clusters.”

4

KEMAMPANAN SOSIOEKONOMI DAN PERSEKITARAN Socioeconomic and Environmental Sustainability

“Universiti merupakan wadah dalam memberi impak terhadap pembangunan sosioekonomi, persekitaran dan masyarakat.” “The university is the impactful platform for socioeconomic, environmental and social development.”

5

KEUNGGULAN JENAMA Brand Prominence

“Universiti yang memartabatkan bakat, kemahiran dan kesarjanaan yang berteraskan nilai-nilai murni.” “The university upholds talents, skills and intellectualism which are based on noble values.”

47

METHODOLOGY: “BLUE OCEAN STRATEGY”

“RENOWNED AND PREFERRED UNIVERSITY ”

GRADUAN

Berdasarkan perjumpaan JHKK bersama Dekan dan Ketua Jabatan pada 30 September 2015

FAKULTI

SUMBER MANUSIA

KEWANGAN

INFOSTRUKTUR & INFRASTRUKTUR

PERKHIDMATAN & LESTARI

Tagline:

Memasyarakatkan Teknologi Communitising Technology

49

FAKTOR NASIONAL DALAM FORMULASI STRATEGI, INISIATIF DAN TINDAKAN The National Factors in Strategy, Initiative and Action Formulation PELAN PEMBANGUNAN PENDIDIKAN MALAYSIA 2015-2025 (PENDIDIKAN TINGGI) National Education Blueprint 2015-2025 (Higher Education)

RANCANGAN MALAYSIA KE-11 Eleventh Malaysia Plan

BAJET 2016 Budget 2016

DIMENSI PENDIDIKAN FLEKSIBEL The Dimensions of Flexible Education Amanat Tahun Baharu 2016, Menteri Pendidikan Tinggi New Year Message 2016, Minister of Higher Education EKONOMI DAN KEWANGAN Economy and Finance

1

PENDIDIKAN TEKNIKAL DAN VOKASIONAL Technical and Vocational Education and Teaching

2

PELAJAR Student

3

PENSYARAH Lecturers

4

KERJASAMA INDUSTRI-AKADEMIA-KOMUNITI-KERAJAAN

5

Industry-Academia-Community-Government Collaboration PENYELIDIKAN

Research

6

RESPON AWAL KITA Our Initial Response

“Dalam konteks cabaran ekonomi dan kewangan, UMP telah pun memulakan inisiatif Mygift sebagai pemacu sistem kewangan wakaf dan endowmen sepertimana yang dihasratkan oleh Menteri Pendidikan Tinggi. ” “In the context of economic and fiscal challenges, UMP has introduced the Mygift initiative to propel both waqf- and endowment financial systems as aspired by the Minister of Higher Education.”

“Dalam konteks cabaran Pendidikan dan Latihan Teknikal dan Vokasional (TVET) pula, UMP juga telah mengembangkan potensinya dalam bidang teknologi kejuruteraan sebagai inisiatif sokongan terhadap ekosistem TVET nasional secara berkualiti dan berinovasi.”

“In the context of Technical and Vocational Education and Training (TVET), UMP has also enhanced its potentials in the area of engineering technology as an innovative supporting initiative for a sustainable national TVET ecosystem.”

“Dalam konteks cabaran kebajikan pelajar, UMP telah memulakan inisiatif seperti Kongsi Rezeki, iftar jama’ie Ramadhan, kupon makanan, peluang kerja sambilan dan ruang keusahawanan dalam kampus.”

“In the context of student welfare, UMP has also initiatives such as Kongsi Rezeki, Ramadhan breaking fast, food coupon, part-time job opportunities and entrepreneurship spaces in the campus to lighten the burden borne by our students.”

MENJANA KEGEMILANGAN Generating Glory

KPI CASCADE: The higher education system will have integrated KPIs from Minister level down to Ministry and public universities KPI cascading flow

What this means

▪ Anchor on 5 system aspirations defined in the MEB (HE) MEB (HE) System Aspirations

Minister KPIs

KSU and KPPT KPIs

Ministry KPIs by Divisions

Access

Quality

Equity

Unity

Efficiency

▪ Minister KPIs to be agreed with YAB PM (and PEMANDU):

6 MKRA KPIs from MEB(HE)

3 NKEA KPIs from ETP

▪ KSU responsible for all 6 MKRA and 1 NKEA1 KPIs ▪ KPPT responsible for all 6 MKRA and 3 NKEA KPIs ▪ All 9 Minister KPIs cascaded to appropriate Ministry divisions2

▪ 7 Minister KPIs3 cascaded as public university Headline KPIs based on the Headline KPIs for each University



▪ DEAN KPIs

type of institution University Headline KPIs (i.e. OBB KPIs) are linked to the new Funding Formula (KPI-linked incentives) University can define additional university KPIs4

2016-2020 MENJANA KEGEMILANGAN

15 PETUNJUK PRESTASI UTAMA (KPI) 1

KEUNGGULAN AKADEMIK

1. 2. 3. 4. 5.

Kebolehpasaran Graduan (*) Pengantarabangsaan Pelajar (*) Produktiviti dan Kecekapan Kos (*) Enrolmen TVET (*) Staf yang Kompeten Dan Professional

KELESTARIAN KEWANGAN

1. Penjanaan Pendapatan (*) 2. Mengoptimumkan Perbelanjaan

3

KEUNGGULAN PENYELIDIKAN & INOVASI

1. Penerbitan dan Sitasi Penyelidikan (*) 2. Keupayaan Penyelidikan 3. Libatsama Aktiviti Pengkomersialan dan Keusahawanan

4

KEMAMPANAN SOSIO-EKONOMI DAN PERSEKITARAN

1. Keusahawanan Sosial 2. Khidmat Inovasi Komuniti (CSI)

2

KEUNGGULAN 5

JENAMA

(*) KPI Naib Canselor

1. Memartabat Kecemerlangan Bakat 2. Transformasi Penyampaian (Info & Infra) & Perkhidmatan Lestari 3. Penarafan Universiti (*)

2016-2020 Generating Glory

15 KEY PERFORMANCE INDICATORS (KPIs) 1

ACADEMIC PROMINENCE

1. 2. 3. 4. 5.

Graduate Employability (*) Student Internationalization (*) Productivity and Cost Efficiency (*) TVET Enrollment (*) Competent and Professional Staff

FINANCIAL SUSTAINABILITY

1. Income Generation (*) 2. Expedenture Optimization

3

RESEARCH AND INNOVATION PROMINENCE

1. Publication and Research Citation (*) 2. Research Capacity 3. Commercialization and Entrepreneurship Engagement Activity

4

SOSIOECONOMIC AND ENVIRONMENTAL SUSTAINABILITY

1. Social Enterprise 2. Community Social Innovation (CSI)

BRAND PROMINENCE

1. Augenting Talent Excellence 2. Delivery Transformation (Info & Infra) & Sustainable Service 3. University Ranking (*)

2

5

(*) Vice-Chancellor’s KPI

Enablers

3 Clusters 23 nos

Projects

5 LEAPs 29 nos

Initiatives

Term

Definition

Initiative

An activity to achieve certain objective

Enabler

An initiative that makes something else possible. It could be the natural job scope of certain individual or department, preparation of new policies or SOP. It should reduce the pain points of customers and should be completed within shorter timeframe before commencement of projects.

Project

A new initiative to accomplish specific task that requires certain resources with longer timeframe and outcomes. This NEW project will lead towards UMP achieving its Strategic Theme i.e Generating Glory

STRATEGIC PLAN GOVERNANCE UNIVERSITY

MANAGEMENT

Board of Directors

Vice-Chancellor JHKK PMO / TMO

STRATEGIC PLAN MONITORING COMMITTEE

Strategic Leap KPIs Initiatives/Project

Champions

Enabler

Initiative Leader

Initiative Leader

Enabler

Initiative Leader

PERANAN & TANGGUNGJAWAB Roles & Responsiblities Champion Sekretariat Secretariat

Pemudahcara Enabler

Ketua Inisiatif Initiative Leader

PELAN STRATEGIK UMP 2016-2020 UMP Strategic Plan 2016-2020

KEGEMILANGAN: TIGA PERSOALAN Glory: Three Questions BAGAIMANAKAH KEGEMILANGAN MAMPU DIJANA UNTUK UMP? How to generate for UMP?

2

1

APAKAH SANDARAN MAPAN YANG PASTI UNTUK UMP MENCAPAI KEGEMILANGAN? What is the firm fundamental prerequisite to achieve glory for UMP?

APAKAH CIRI-CIRI PENGUPAYA YANG MEMBAWA UMP KE ARAH KEGEMILANGAN? What are the characteristics of the enabler that takes UMP towards glory?

3

AMANAT TAHUN BAHARU 2016 MENTERI PENDIDIKAN TINGGI Minister of Higher Education’s New Year Message 2016

MENCIRIKAN KEGEMILANGAN Characterizing Glory

AMANAT TAHUN BAHARU INISIATIF BERNILAI TINGGI2016 YANG MEMBAWA KESAN BESAR KEPADA PEMEGANG TARUH. MENTERI PENDIDIKAN TINGGI High-value initiatives that are impactful to UMP stakeholders. Minister of Higher Education’s New Year Message 2016

1

UNIK, ISTIMEWA, LUAR BIASA, SESUATU YANG TIDAK MUDAH SAMA ADA DARI ASPEK PRODUK , PROJEK ATAU MODEL BISNES. Unique, extraordinary, something rare in terms of product, project or business model.

2

TIDAK MUDAH DITIRU; SEBARANG CUBAAN MENIRU APA YANG DIMILIKI ATAU DILAKUKAN UMP HANYA MENGHASILKAN IMITASI YANG KURANG SEMPURNA. Inimitable; any attempt to imitate what UMP is having or doing will just produce imperfect results.

3

TIADA GANTIAN; NILAI TAMBAH YANG DITAWARKAN UMP TIDAK DAPAT DIGANTI DENGAN PRODUK ATAU PERKHIDMATAN LAIN. Irreplaceable; UMP’s value-added offerings are irreplaceable with other products or services.

4

2016-2020 PROJEK KHUSUS Flagship Projects

TIGA PROJEK KHUSUS Three Flagship Projects PENDIDIKAN TEKNOLOGI ALA JERMAN German-styled technological education

“Setiap fakulti harus mempunyai sekurang-kurangnya satu program bercorak Jerman, ala Jerman atau kerjasama dengan institusi di negara Jerman.” “Each faculty shall have at least one German-oriented programme, German-modelled programme or a collaborative programme with German based institution.”

1

TIGA PROJEK KHUSUS Three Flagship Projects INOVASI SOSIAL Social Innovation

“Gerakan usaha kerja sosial secara perdana untuk memasyarakatkan UMP melalui pemindahan pengetahuan dan teknologi.” “Communalizing UMP through intensive social work movement which propels the transfer of knowledge and technology to the society.”

2

TIGA PROJEK KHUSUS Three Flagship Projects PENGURUSAN ALA ENTERPRAIS Enterprise-styled Management

“Pengurusan prestasi yang menitikberatkan produktiviti, keberkesanan, kecekapan; pelan himpunan bakat penggantian, pengurusan risiko dan sistem ganjaran berasaskan prestasi.” “Performance management that emphasizes productivity, effectiveness and efficiency; a structured pool of talents for succession plan, risk management and performance-based reward system.”

3

2016-2020 Kebersamaan cabaran, komitmen, usaha dan tanggungjawab. Tiada pengecualian. Collective challenge, commitment, effort and responsibility. No exception.

KEPADA TUHAN KITA BERSERAH. In God we trust. “…dan juga bermesyuaratlah dengan mereka dalam urusan (peperangan dan hal-hal keduniaan) itu. Kemudian apabila engkau telah berazam (sesudah bermesyuarat, untuk membuat sesuatu) maka bertawakalah kepada Allah, sesungguhnya Allah mengasihi orang-orang yang bertawakal kepadaNya.” .”

“…and consult them in the affairs.Then when you have taken a decision, put your trust in Allâh, certainly, Allâh loves those who put their trust (in Him).” (Al-Qur’an, Surah Ali Imran: 159)

“Watch your thoughts, they become words; Watch your words, they become actions; Watch your actions, they become habits; Watch your habits, they become character; Watch your character, it becomes your DESTINY.” (Frank Outlaw)