170 likes | 467 Views
DEPARTMENT OF HIGHER EDUCATION. By Dato’ Prof. Ir. Dr. Radin Umar Radin Sohadi Director General Department of Higher Education. National Higher Education Strategic Plan: Role of Academic Management Administrator. DIRECTIONS OF THE NHESP.
E N D
DEPARTMENT OF HIGHER EDUCATION By Dato’ Prof. Ir. Dr. Radin Umar Radin Sohadi Director General Department of Higher Education National Higher Education Strategic Plan: Role of Academic Management Administrator
DIRECTIONS OF THENHESP • Individual : human capital development with first class mentality; • Institution : conducive environment that foster academic and institutional excellence; • National : glory and sustainability to the Malaysian Higher Education System; and • International : hub of Higher Education Excellence in the region and internationally.
THE SEVEN STRATEGIC THRUSTS • Thrust 2: • Improving the Quality of Teaching and Learning • Thrust 1: Widening of Access and Increasing Equity • Thrust 7: Reinforcing Delivery Systems of MoHE • Thrust 3: Enhancing Research and Innovation NATIONAL HIGHER EDUCATION by 2020 • Thrust 4: Strengthening of Higher Education Institutions (HEIs) • Thrust 6: Enculturation of Lifelong Learning Thrust 5: Intensifying Internationalisation 3
STUDENT DEV. AUTONOMY GOVERNANCE LEADERSHIP JPPKK ACADEMIA MOHE TRANSFORMATION TEACHING AND LEARNING HUMAN CAPITAL DEV.FUND 17 INITIATIVES NHESP R&D IPTS INTERNATIONALISATION PTPTN STUDENT EMPLOYABILITY APEX UNIVERSITY AUDIT LIFE LONG LEARNING MY BRAIN 15
NATIONAL HIGHER EDUCATION STRATEGIC PLAN 2020AND WORLD BANK (GRADUATE ATTRIBUTES) Aim to produce graduates: • knowledgeable and competent in their fields • put into practice the knowledge gained • innovative, possess high cognitive skills (analytical and critical, problem solving and reasoning abilities) • multi-lingual and could communicate effectively as well as technology savvy • inculcate good values and contribute to the well-being of the society, nation and the global community. • Soft skills
GOVERNANCE AND AUTONOMY • Shifting from Control Model to Autonomous/Supervisory Model • ENABLERS • Administrative and Management • Derived Self Income • Financial Management • Human Resources Management • Academic • R&D • Student Intake • READINESS INDEX • AUDIT AND RECOGNITION
ACADEMIA • ACADEMIC CULTURE • Identify attributes & nurturing culture of excellence • Increase the capability of staff – professional qualification, increase PhD holder, ratio student lecturer, • Human Resources Development • CONDUSIVE ENVIRONMENT • Planned infrastructure that suit the needs- facilities, lecture hall, library, laboratory • Social interaction • RECOGNITION • Recognise achievement of academic staff - fellowship or other recognition
Teaching and Learning Cycle (ST2) QUALITY ASSURANCE SYSTEM
GRADUATE EMPLOYABILITY • DATABASE AND OUTREACHING • Outreaching programme • Develop Database • Matching Industry – Academic-Student • PROGRAMME • Internship • Apprenticeship • EVALUATION IMPACT ANALYSIS • Exit Survey • Tracer Survey • Employer Survey
RESEARCH AND DEVELOPMENT • Build the critical mass • Build the right culture • Efficient allocation of funding resources • Linkages through the National Innovation Systems • International collaborations need to be enhanced • Critical Intervention • Journal • Formulate National R&D Advisory • Create innovation panel for patent and commercialisation • Dual Track Career in University – Teaching Path and Research Path
APEX UNIVERSITY • Vision • APEX looks for innovative and brave new idea to raise the bar of excellence of higher education • Comprehensively proposed transformation process
APEX UNIVERSITY • Culture • Organisational mind set and preparedness for culture change • Reforms leadership competencies and capabilities for change • Strategic direction, clarity in positioning and in creating competitive advantages • Challenges and critical success factor
APEX UNIVERSITY • Readiness • Quality and reputation of academic staff • Research achievements • Academic Programmes • Strong leadership and management • Strategic partnership with industry and stakeholders • Excellent infrastructure and state of art facilities
INTERNATIONALISATION • Malaysian Higher Education Brand Index • 100,000 international student enrollment by 2010 • Collaborative networking with foreign HEIs • Student’s mobility with credit transfer • Malaysia International Scholarship
STUDENT DEVELOPMENT • CURRICULUM INTEGRATION • Co Curriculum to be integrated in curriculum • DELIVERY AND CAMPUS LIFE • Professional Teaching Staff – Silat / Sports / Dancing/ Music • Co Curriculum Centre • Social Interaction/Integration/Communication • ATTRIBUTES • To produce balance graduate intellectually, socially, outgoing and good values.