The UTM KL transformation planning process was also guided by the following challenging questions:
a) How do we characterize our campus? What are our differentiating unique features and are these strong enough to justify funding and resource allocation? What are our niches?
b) How do we improve our delivery to our stakeholders? How do we incorporate the need of our stakeholders in our future planning?
c) How do we control, use and develop our assets?
d) What support system is required for the change process? Is our present campus management structure adequate to face the needs of the present and future? How do we address the governance and decision-making structure of our campus?
e) How do we leverage and exploit our strategic location in Kuala Lumpur to progress internationalization? How do we leverage our location in Klang Valley to foster partnership with Malaysian companies?
Major Areas of Campus Transformation
1.1 Transforming the Campus into an international academic centre.
a) The original UTM City Campus name was re-branded to become UTM International Campus (UTM IC) which will be an Academic Centre of Excellence in the fields of engineering, management, business, science and technology policy, ICT, and professional courses at undergraduate and postgraduate levels, which fulfil the needs of the industry in Malaysia and abroad. Now, the new branding of UTM IC is becoming Universiti Teknologi Malaysia Kuala Lumpur (UTM KL).
b) Academic courses offered are open to local and also to international students, the number of which will not be limited to the 5% quota for undergraduate degree programmes. By virtue of its strategic location at the edge of business area of Kuala Lumpur, the academic programmes at the UTM KL will be offered on both full-time and part-time basis. Executive programmes for working professionals will also be strengthened.
c) To become a reputable international academic centre, UTM KL will have to strategies to achieve favorable PG-UG population ratio. UTM KL must also be able to differentiate the nature and features of its PG programmes from those in the UTM JB. There must also be conscious efforts to develop innovative features of teaching approaches in UTM KL.
d) An Innovation Center will be set-up to act as catalyst for commercialization of all R&D products developed by the centers of excellence and the research alliances. UTM KL will also play an active role in engaging the surrounding communities (Keramat, Kg. Baru and Setapak) through a form of entrepreneurship development programme.
1.2 Transforming the Campus management structure
One of the important areas of transformation is the improvement of campus management structure to achieve an improved governance and more effective decision-making process. The change also involves re-structuring of some strategic units to reflect a more effective and lean mechanism. A rather long term effort is the change in mindset and work culture among the staff at UTM KL to be at par with its end-state vision and international character.
a) Transfer of Diploma Programme
The major change in academic management structure will involve the transfer of the Diploma Programme under the current College of Science and Technology (KST) to the new consolidated structure involving SPACE, KST and UPPK. The new set-up will be managed entirely by SPACE and the current KST staff identified and selected to teach in diploma programme on both full-time and part-time basis, will be transferred to and managed by SPACE. The full-time staff in SPACE will also teach other part-time programmes as this will help to reduce part-timer lecturers from the faculties. This new set-up is expected to increase University’s income generation from the Diploma Programme and may partly contribute to offset the 20%-30% reduction in government’s allocation for operational fund to the University beginning 2010.
b) New Organisational Structure
The proposed new organizational structure for UTM KL involves the appointment of two deputies for campus director, to look into the management of research and innovation, and the general administration respectively. The deans will be looking into the academic management of their schools and academic centers.
The Chancellery will be strengthened by consolidating the major strategic units including the Office of Corporate Affairs, the Office of International Affairs, the Quality Unit and the Marketing Unit. These units will be working as a team under Chancellery to reflect similar efforts done at the Main Campus and to connect UTM KL with the overall vision and mission of the University.
The new structure calls for better autonomy in the process for appointment of academic staff and support staff grades B, C and D. New responsibility centers (PTJs) will be formed to facilitate and improve the budget allocation process and financial management at UTM KL.
c) Change in Mindset and Work Culture
The transformation and internationalization of UTM KL offer both opportunities and challenges as its community engages the diverse international students and staff. The changes will force departments and units to employ different approaches to services. It is imperative that UTM KL integrates internationalization into its policies and practice, reshape the mindset and behavior of the people making decision and serving international students and staff, so that new and diverse opinions and activities can be accommodated more easily. Internationalization means changing mindset and reshaping the way we do work. As UTM KL moves toward a more international academic center, it is necessary that the opportunities and resources be made available to all members of UTM KL community to develop skills and knowledge to work more effectively in the new paradigm.
1.3 Transforming major centers of excellence into Faculty status.
Four centers of excellence located in the UTM KL are transformed and upgraded to a faculty-status, namely :
a) The Business and Advanced Technology Center (BATC) is transformed to become the UTM Razak School of Engineering and Advanced Technology (UTM Razak School). The Razak School will operate as a Faculty-status with major areas in Engineering Business Management. Academic programmes are offered at undergraduate and postgraduate levels which are multi-disciplinary or cross-boundaries, industry-driven and run in non-conventional approach. Full Time students are offered with options for double degree award with International Partners. The School has strong international collaboration and academic staff comprises a blend of academician and industry professionals.
b) The Centre for Advanced Software Engineering (CASE) is transformed into the Advanced Informatics School (UTM AIS). The School will operate as a Faculty-status, sinergizing university–industry partnership in offering leading edge programmes and services towards becoming a world-class graduate school in Advanced Informatics. The School offers academic programmes for undergraduate and postgraduate studies, as well as research and development and consultancy services in niche areas of Advanced Software Engineering, information Assurance and Security, Services Science, Management and Engineering and Informatics.
c) UTM International Business School (UTM IBS) is transformed into an internationally renowned business school that offers courses at postgraduate level with niche in MBA and DBA programmes. The School has strong international linkages and staffed with renowned professors and academicians with wide industry experience. The programmes are offered with competitive pricing, considering the strategic location and value-added services and customer-centric. The School also provides services in research and consultancy and conduct case study in niche areas of innovation and corporate leadership for industry and surrounding community.
d) The Center for Technology Policy and International Studies (CENTEPIS) is transformed to become UTM Perdana School of Policy in Science, Technology and Innovation (UTM Perdana School). The School will operate as a Faculty-status offering postgraduate programmes in key areas of Knowledge Innovation and in particular in Science and Technology policy studies. The School will also conduct Human Resource Development through short courses, seminars, workshops, and conferences. It will continue to operate R&D on K-Economy linking with resources at Faculty level. Other services include Advisory and Consultancy on key areas of Knowledge Innovation.