UNIVERSITI MALAYSIA SABAH Strategic Action Plan 2019 · UNIVERSITI MALAYSIA SABAH. FOREWORD UMS Strategic Plan 2018-2022 is an extension of the previous plan (2013-2017) by taking

Strategic Action

Plan 2019

UNIVERSITI MALAYSIA SABAH

FOREWORD

UMS Strategic Plan 2018-2022 is anextension of the previous plan (2013-2017) by taking into considerationlatest developments in Malaysia,including the higher education sector,as well as the need to be prepared forIndustry 4.0. Hence, two new KeyResults Areas (KRAs), namelyEnhancing Holistic Student Experienceand Transformation TowardsIndustry/University 4.0 have beenadopted, resulting in a total of nineKRAs.

The Strategic Objectives (SO), KeyStrategies (KS) and Key PerformanceIndicators (KPI) and its respectivetargets for 5 years period have beenspecified for each of the KRA. Thebudget for the implementation of thevarious strategies/initiatives for 2019and the following 3 years have alsobeen estimated. The Lead Officer foreach KRA has also been identified, andare responsible in ensuring that therespective KRA is implementedeffectively and successfully.

For the year 2019, all these KRAs willbe pursued accordingly with referenceto the specified SO, KS and KPI.However, for each KRA, specialemphasis will be on selected areas,namely curriculum review and blendedlearning (KRA1), research focus/nicheareas (KRA2), international students

enrolment (KRA3), good governance,quality and delivery system, and humancapital capability (KRA4), incomegeneration, subsidiary company,PLUMS, and lean and mean (KRA5),community and industry outreach, andlifelong learning outreach (KRA6),sustainable development goals (KRA7),student accommodation and graduateemployability (KRA8), and campusconnectivity and integratedinformation system (KRA9).

For each of the above selected areas,the Action Plan 2019 (i.e. strategies andits implementation processes) havebeen formulated. It is noteworthy tomention that some of the impacts of theimplementation of this Action Plan mayonly be apparent beyond 2019.

The overall success of this StrategicPlan 2018-2022 and Action Plan 2019requires the commitment, contributionand cooperation of all stakeholders inUMS. By working together we canrealize the aspiration of the University.

Prof. Datuk Dr. D Kamarudin D MudinVice-Chancellor

January, 2019

VISION

To be an innovative university of global standing

MISSION

To achieve academic excellence in variousfields by gaining recognition through learningand teaching, research and publication, socialservices and a balanced specialization ofknowledge and personality development ofstudents, resulting in high productivity andquality in the context of the society and thenation.

MOTTO

Strive to excel

1To achieve academic excellence which is recognized

internationally in various chosen disciplines…..

2To explore, safeguard and harness knowledge

effectively for social and national development

3

4

5

6

7

8

9

To produce specialized and balanced graduates who

are assertive, open-minded, God-fearing and patriotic.

To uphold academic autonomy and to maintain

intellectual excellence in university community

To organize quality and relevant teaching and research

programmes for the society and the nation

To enhance close linkages with other universities,

industries, government agencies, professional bodies

and social organizations

To nurture and inculcate universally accepted values,

a sense of service and dedication among academics,

scholars, officers and support staff in the University

that will result in optimum productivity.

To contribute towards a stable and comprehensive

socio-economic development

To foster prestige and pride of the university as

a leading, excellent and progressive institution.

OB

JE

CT

IVE

SCORE VALUES

Dynamic

Sustainable

Integrity

Justice

Happiness

BA

SIC

STA

TIS

TIC

S

Established

1994

Campuses

3

Faculties

10

AcademicProgrammes

113

ResearchInstitutes

4

ConvocationCeremonies

20

Alumni

66,734

Total Student

Enrolment

17,157

International Student

Enrolment

3.8 %

Total Undergraduate

Enrolment

14,891

International

UGEnrolment

3.6 %

UGStudents(Female)

69 %

UGStudents

(Male)

31 %

UGStudents(Sabah)

60 %

UGStudents(Science)

36 %

UGStudents

(Non-Science)

64 %

TotalPostgraduate

Enrolment

2266

InternationalPG

Enrolment

5.3 %

PGEnrolment

(PhD)

37. 6 %

PGEnrolment

(Masters-R)

37.2 %

PGEnrolment(Masters-CW)

25.2 %

Total

Academic

Staff

1090

AcademicStaff

(PhD)

46. 7 %

Academic

Staff

(Prof)

5.8 %

AcademicStaff

(International)

9.3 %

Academic

Staff

(Assoc. Prof)

12. 5 %

TotalSupport

Staff

1857

Academic

Staff(Senior Lecturer)

39.1 %

Countries ofInternational

Students

45

Academic

Staff(Lecturer)

32.8 %

Countries ofInternational

Staff

22

Academic

Staff(Others)

9.8 %

InternationalAlumni

1107

Data as of December 2018

1

Faculty of Science & Natural Resources (FSSA)

Faculty of Engineering (FKJ)

Faculty of Food Science & Nutrition (FSMP)

Faculty of Sustainable Agriculture (FPL)

Faculty of Computing & Informatics (FKI)

Faculty of Medicine and Health Sciences (FPSK)

Faculty of Humanities, Arts & Heritage (FSKK)

Faculty of Business, Economics & Accountancy (FPEP)

Faculty of Psychology & Education (FPP)

Faculty of International Finance Labuan (FKAL)

Faculties & Academic Programmes

1 PhD33 Masters1 PG Dip71 Bachelor6 Diploma1 Pre-U

FPSK, 444 FSSA,

2105FSMP,

731

FKJ, 1130

FKI, 1036

FPL, 380

FPEP, 2821

FPP, 1804

FKSW, 2744

FKAL, 1639

2018/2019

UNDERGRADUATE INTAKE

ACCORDING TO FACULTY

FKJ, 236

FKSW, 904

FKAL, 424

FKI, 244FPEP, 873

FPL, 78

FPSK, 98

FPP, 365

FSSA, 532

FSMP, 193

2018/2019

UNDERGRADUATE ENROLMENT

ACCORDING TO FACULTY

Data as of December 2018

2

Faculty of Science & Natural Resources

Physics with Electronics

Mathematics with Economics

Mathematics with Computer Graphics

Geology

Industrial Chemistry

Biotechnology

Environmental Sciences

Conservation Biology

Marine Sciences

Aquaculture

International Tropical Forestry

Nature Parks and Recreation

Wood Technology and Industry

Forest Plantation and Agroforestry

Faculty of Food Science & Nutrition

Food Science and Nutrition

Food Technology and Bioprocess

Food Services

Faculty of Sustainable Agriculture

Crop Production

Animal Production

Horticulture and Landscape

Faculty of Computing & Informatics

Multimedia Technology

Software Engineering

Network Engineering

Business Computing

Faculty of Engineering

Civil Engineering

Electric and Electrical Engineering

Chemical Engineering

Mechanical Engineering

Electronic Engineering (Computer)

Oil and Gas Engineering

Faculty of Humanities, Arts & Heritage

Music

Visual Arts Technology

Creative Arts

History

Geography

Communication

Sociology and Social Anthropology

Industrial Relations

International Relations

Islamic Studies

Faculty of Psychology & Education

Industrial and Organizational Psychology

Child and Family Psychology

Counselling Psychology

Social Work

Sports Science

Education with TESL

Youth and Community Development

Early Childhood Education

Faculty of Business, Economics & Accountancy

Entrepreneurship

International Business

Marketing

Finance and Banking Management

Hotel Management

Tourism Management

Planning and Development Economics

Human Resource Economics

Financial Economics

Accounting

Faculty of International Finance Labuan

International Finance

International and Offshore Banking

International Marketing

International Financial Economics

Islamic Finance

Faculty of Medicine & Health Sciences

Doctor of Medicine

Undergraduate Programmes

3

7

Teaching&

Learning

Research&

Innovation

InternationalVisibility

&Reputation

Governance,Leadership &

DeliverySystem

FinancialSustainability

State &National

Development

EnvirontmentalSustainability

HolisticStudent

Experience

Industry /University

4.0

Key Result Areas /

Strategic Priorities

9

UMS Strategic Plan 2018-2022 involves nine Key Result Areas (KRA)

or Strategic Priorities. Each KRA has it’s strategic objectives (SO), key

strategies / initiatives (KS), and key performance indicators (KPI),

including the annual targets.

ST

RA

TE

GIC

PLA

N

2018 -

20

22

4

STRATEGIC OBJECTIVES

To produce future-proof graduates To establish future-proof

academic programmes To create smart delivery ecosystem To nurture competent academics

KEY STRATEGIES

Curriculum review for undergraduate andpostgraduate programmes

Empowering OBE Implementing TEL-based pedagogies Integrating TEL into UG and PG programmes Establishing smart T&L infrastructure Institutionalisation of e-Learning Transforming T&L ecosystem Enhancing TEL competencies of academic staff Optimizing performance-based teachers’

leverage Creating industry-based academic programmes

KEY PERFORMANCE INDICATORS

Graduate employability % graduating UG students with CGPA ≥ 3.67 Number of UG programmes that have

undergone curriculum review Number of PG programmes that have

undergone curriculum review Number of programmes implementing

OBE management system % of courses in blended mode Number of smart classrooms Number of SCL rooms Number of academic staff shortlisted for AAN % of academic staff with PhD qualification


To intensify research activities To intensify innovation and research

outputs To enhance commercialization of

research

KEY STRATEGIES

Review of UMS research niche areas Establishment of special funding according to

research niche areas Research inculturation among academic staff Establishment of smart partnership with

external institution Strengthening R&D data and IP management Provision of incentives for productive staff Strengthening collaborations with industries

and government agencies Promotion of academic staff expertise


Number of PhD (research) students Number of lead/head researchers Total amount of external research grants Number of research collaborations with

external parties MyRA rating Total number of indexed publications

per academic staff Total citations per academic staff Total number of IP registered Total number of products commercialized Total amount of income from

commercialization of IP

KRA 2 – Enhancing Excellence in Research and Innovation

KRA 1 – Enhancing Excellence in Teaching and Learning

KRA 3 – Enhancing International Visibility and Reputation


To enhance achievements and success at international level

To increase international students enrolment

To intensify staff and student mobility To enhance international

partnerships and collaborations

KEY STRATEGIES

Improving performance in selected QSAURindicators

Enhancing UMS brand visibility Intensifying promotion of UMS, including

establishment of new markets Introducing “student gets student scheme” Enhancing international student experience

while studying in UMS Improving international student management Provision of specific funding for outbound

mobility of students and staff


Performance in QS Asian University Ranking Enrolment of international students (UG) Enrolment of international students (PG) Total number of inbound international

mobility (students) Total number of inbound international

mobility (staff) Total number of outbound international

mobility (students) Total number of outbound international

mobility (staff) Total number of international partnerships

and collaborations

5

KRA 5 – Enhancing Financial Sustainability

KRA 4 – Strenghtening Governance, Leadership and Delivery System

KRA 6 – Contributing Towards State and National Development


To enhance good governance To enhance quality and delivery

system To enhance creativity, innovation

and quality cultures among staff To enhance professionalism of

human capital

KEY STRATEGIES

Enhancing good governance Institutional repository (IR) strengthening

program and content Introduction of Integrity Perception Index (IPI) Enhancing customer services Creating and sustaining thriving workplace Promotion of healthy lifestyle Create secure and safe campus Intensifying Team Excellence activities Development of human capital capability


Governance rating Integrity Perception Index Customer Satisfaction Index Happiness Index Healthy life style Crime rate in campus No. of innovation projects that won awards No. of innovation projects that have been

adopted in UMS No. of staff given recognition by relevant

agencies/bodies % staff with PhD No. of academic staff undergone

post-doc/sabatical/sub-specialization training % competency of staff who had undergone

training/courses


To enhance income generationfrom various sources

To optimize operational and capitalexpenditures

KEY STRATEGIES

Strengthening the roles of PTJ in incomegeneration

Enhancing income generation activities andopportunities of subsidiary/holding company

Enhancing and empowering PLUMS Optimizing utilities and maintenance costs Optimizing operational cost per student


Income generation from other sources Optimization of expenditures associated

with utilities and maintenance Optimization of operational expenditures

per student


To expand communityengagement outreach

To expand industry engagementoutreach

To increase opportunities for life-long learning

To improve the well-being of thecommunity

KEY STRATEGIES

Development and implementation of UMS community and industry engagement policy

Promotion of CSR and volunteerism programamong staff and students

Strategic partnership with local and internationalcommunity engagement organizations

Enhancing the management of UMS strategic partners Intensifying industry engagement activities Implementing “Industry on Campus” Promotion of LLL programs to stakeholders Intensifying translational research Provision of special financial support to

“special B40” and PPST students


Number of activities organized involving the community

Number of participants in the activities organized with the community

Number of industry partners and collaborators Number of industry engagement activities

organized Number of LLL courses available to the public Enrolment in LLL courses Number of translational research implemented Number of f “special B40” students graduated Number of local students entering UMS via PPST

6

KRA 8 – Holistic Student Experience

KRA 7 – Commitment to Environmental Sustainability

KRA 9 – Contributing Towards State and National Development


To strengthen the position andreputation of UMS as an EcoCampusin sustainable development

To reduce carbon footprint and wastes To enhance the value of environmental

sustainability and green campus lifestyle

To increase the usage of IoT in environmental sustainabilitymanagement in the campus

KEY STRATEGIES

Embracing and implementing the SDGs inUMS context

Improving performance in the appropriateUI GreenMetric Ranking indicators

Reducing primary carbon footprints in the campus Reducing organic waste disposal to landfills Organizing and increasing environmental

education programmes Providing data management systems via

the application of IoT in campus


UMS Sustainable Development Annual Achievement Report

UI GreenMetric World University Ranking Reduction in UMS primary carbon footprint Reduction in the amount of UMS wastes Increase in awareness level on environmental

sustainability among students and staff No. of IoT applications in environmental

sustainability management


To provide adequate and excellentfacilities

To develop talents among the students To equip students with appropriate

attributes To strengthen cooperation and linkages

with alumni To enhance graduate employability

KEY STRATEGIES

To provide accommodation for all UMS students Proper and regular maintenance of all facilities Enhancing the services and quality of cafeteria Enhancing application and complaint procedures

and processes Exposing students to competitions at state,

national and international levels Organizing CSR programs and other outdoor

activities Organizing entrepreneurial, volunteerism and

community services programs Establishing Tabung Ehsan Alumni and

Tabung Wakaf Alumni Organizing career development training

program and other appropriate courses Organizing career fairs and Meet-the-Industry sessions


Student Satisfaction Index Number of students who won awards at state,

national and international levels Number of students participated in entrepreneurial

programs Number of students participated in volunteerism

programs Number of students participated in community

services programs Amount of contribution received from alumni Number of UG alumni pursuing their PG studies

in UMS Graduate employability


To enhance undergraduateprogrammes

To enhance campus connectivity To enhance ICT, IoT and big data

applications in Universityprocesses and services

KEY STRATEGIES

Development of new UG programmesinvolving cross-functional disciplines(ie hybrid programmes)

Introduction of Digital Entrepreneurshipmodule in UG curriculum

Provision of appropriate ICT infrastructures Applications of ICT, IoT and big data in

university’s processes and services Training and reskilling of staff with ICT Development of University Integrated

Information System (SMBU)


Number of UG programme involving cross-functional disciplines (hybrid programme)

Number of students participated in Digital Entrepreneurship module

Percent indoor wifi coverage Number of staff undergone ICT training Number of type of records/document encrypted

using blockchain technology Number of services involving cashless payment Percent digitalization of library Percent staff with digital ID Mymohes rating

7

UNIVERSITI MALAYSIA SABAH

STRATEGIC PLAN

2018-2022

“SUSTAINING EXCELLENCE TOWARDS INDUSTRY 4.0”

9KRA

70KS

Key

Strategies

Key

Result Areas

33SOStrategic

Objectives

75KPI

Key Performance

Indicators

8

For the year 2019, all the nine Key Result Areas (KRAs) are being looked intowith reference to the respective Strategic Objectives and Key PerformanceIndicators. For each KRA, however, priorities are on specific focus areas. Intotal there are 18 focus areas in 2019.

A concerted effort towards the realization of these short-term goals is outlinedin the Action Plan 2019 for each KRA, as presented in the following sections.To facilitate the implementation of the various strategies/initiatives,appropriate budget have been allocated to each KRA. The bulk of this budget isassociated with developmental expenditure.

• Estimated total income generated

AC

TIO

N

PL

AN

2

01

9

9

KRA 1Enhancing Excellence in

Teaching and Learning

ACTION PLAN 2019

UMS being a comprehensive university

has diverse undergraduate and

postgraduate academic programmes,

incompasing several disciplines. All these

programmes conform to the prescribed

standards, including those set by MQA.

Looking into the present and future

scenario of higher education in Malaysia

and globally, including the expectations of

various stakeholders, UMS needs to

redesign and/or rebrand these academic

programmes towards enhancing excellence

in teaching and learning.

One of the key initiatives under this

curriculum review is the introduction of

work-based learning (ie 2u2i/3u1i) to

increase industrial orientation of selected

programmes, and ultimately to enhance

graduate employability.

Another priority is to enhance the

capacity and to intensify the application of

technology in teaching and learning. The

ultimate goal is to establish technology-

enabled blended learning experience.

Overall, the synergy between academic

and technology will enhance the holistic

experience of UMS students.

In relation to this, to relook at the existing

curriculum of all academic programmes in

UMS is the priority for 2019. This will cover

among others the structure, composition of

subjects, assessment methods and delivery

methods. The need to produce future-proof

(and marketable graduates) is the

cornerstone of this curriculum review.

10

KRA 1

SO1. To establish future-proof academic programmes

2. To produce future-proof graduates

KPI1. Number of UG curriculum that have undergone review

2. Number of new3u1i/2u2i UG programmes

3. Graduate employability

Strategy/Initiative

Activity Milestone/Time Frame

Responsibility Deliverables

Review of Undergraduate

and Postgraduate curriculum

Pre-Workshop 1 16 Nov 2018 PKPKA

New UG curriculum based

on pre-determined characteristics

Pre-Workshop 2 7 Dec 2018 PKPKA


Pre-Workshop 4 11 Jan 2019 PKPKA

Curriculum Review

Workshop

(University Level)

14 – 16 Feb

2019

PKPKA

Curriculum Review

Workshop (Program /

Faculty/Institute Level)

March – May

2019

Faculty/

Institute

Endorsement by JKPA March – July

2019

PKPKA

Endorsement by Senate March – July

2019

PKPKA

Submission to MQA (

<30% change)

March – June

2019

PKPKA

Submission to MQA for

accreditation ( >30%

change)

March – June

2019

PKPKA

JKPT ( <30% change) March - July

2019

PKPKA

JKPT ( >=30% change) March - Sept

2019

PKPKA

Implementation of new

curriculum ( <30%

change)

Sept 2019 Faculty/

Institute

Implementation of new

curriculum ( >=30%

change)

Sept 2020 Faculty/

Institute

KRA 1

11

SO 1. To establish future-proof academic programmes

2. To produce future-proof graduates

KPI 1. Number of UG curriculum that have undergone review

2. Number of new3u1i/2u2i UG programmes

3. Graduate employability

Strategy/Initiative



Establishment of 3u1i/2u2i

UG programmes

Pre-Workshop 1 16 Nov 2018 PKPKA

3u1i/2u2iUG programmes



Pre-Workshop 4 11 Jan 2019 PKPKA

Curriculum Review

Workshop

(University Level)

14 – 16 Feb

2019

PKPKA

Curriculum Review

Workshop

(Program / Faculty

Level)

March – May

2019

Faculty/

Institute

Endorsement

by JKPA

March – July

2019

PKPKA

Endorsement

by Senate

March – July

2019

PKPKA

Submission

to MQA

March – June

2019

PKPKA

Submission to MQA

for accreditation

March – June

2019

PKPKA

JKPT March - July

2019

PKPKA

JKPT March - Sept

2019

PKPKA

Implementation of

new curriculum

Sept 2019 Faculty/

Institute

Implementation of

new curriculum

Sept 2020 Faculty/

Institute

KRA 1

12

KRA 1


2. To create smart delivery ecosystem

KPI1. % of courses in blended mode

2. Number of smart classrooms

3. Number of SCL rooms

Strategy/Initiative



Institutionalization of e-Learning

Training conducted for lecturers:• 35% BASIC• 20% ADVANCED

Throughout2019

TNCaPKPKA, PEP, BSM

Increasein BL content

at SMART2UMS from 50% to 55%

Lecturers deliver content via SMART2 UMS in blended mode in Session II/ Semester 2018-2019

June 2019 PEP, JTMK

Lecturers deliver

content via SMART2

UMS in Blended mode

in Session I/ Semester

2019-2020

November 2019 PKPKA


2. To create smart delivery ecosystem

KPI1. % of courses in blended mode

2. Number of smart classrooms

3. Number of SCL rooms

Strategy/Initiative



Establishing smart T&L

infrastructures

Preparation on budget proposal for SC & SCL

facilities to Bursar.

14 Jan 2019 PKPKA,

Bursar,

JTMK,

JPP Installation and

Commissioning of

SC & SCL

Three (3) smart

classrooms (SC):-

FPEP, FSMP & FSSA

15 August 2019

Three (3) Student

Centred Learning

(SCL):-

PPIB, FPSK & FKAL

2 recording rooms :-

FPP & FKSW

KRA 1

13

KRA 2Enhancing Excellence in

Research and Innovation

ACTION PLAN 2019

UMS has 10 faculties, 4 research

institutes, several research units and about

1000 academic staff. Consequently past

and present research undertaken by UMS

are very diverse. Undoubtedly UMS has it’s

strength in several areas, including in the

broad area of Agriculture and Forestry.

Since 2016 UMS is ranked top 200 in

Agriculture and Forestry according to QS

World University Rankings by Subject .

Therefore, to further enhance

competiveness, nationally and globally,

UMS is focusing on seven research focus

areas (RFA) at least for the next five

years. They are Aquaculture, Biodiversity

and Environmental Sustainability,

Agriculture and Food, Tourism, Public

Health and Smart Health Care, Poverty

Alleviation, Security and Public Transport,

and Indigenous Culture and Language.

These niche areas were selected after

taking into consideration internal and

external factors.

In view of the diversity amongst

universities, one have to find their own

research and innovation niche in order to

become unique and focused with

distinctive strength. This is very important

for a comprehensive university like UMS.

In order to boost research in these areas,

the University has allocated a specific

annual budget starting from 2019.

14

In order for research under these seven

RFA to be impactful, research topics need

to fulfill the following criteria:

Community / People-centred

Aligned to State’s needs

Aligned to Sabah’s uniqueness

Industry-driven

Translational

Multidisciplinary

Aligned to Sustainable Development

Goals (SDGs)

Initially, at least for 2019, the research

topics under each focus area (RFA) are

restricted to few sub-topics only.

Each of the RFA will have a Project Leader

and supported by the project leaders of

the respective sub-topics. The

implementation of each project will be

closely monitored.

Biodiversity &

Environtmental

Sustainability

Agriculture

& Food Aquaculture Tourism

Indigenous

Culture &

Language

Poverty

Alleviation

& Security

Public

Health &

Smart

Healthcare

Edible

mushrooms

& other

indigenous

vegetablesDurian

& other edible

fruits

Borneon banteng

(Tambadau)

Renewable &

clean energy

Earthquake

management

Water resources

& waste

management

Crops & soils

Improvement

Development

of commercial

crops

Postharvest

technologies

Smart farming

Food safety

& quality

Functional food

Food processing

& technology

Lobster

Grouper

Seaweeds

Aquaculture

nutrition &

health

Sustainable

aquaculture

Smart aquaculture

Heritages, culture

& geo tourism

Rural &

medical tourism

Nature &

eco tourism

Sustainable

tourism

Hospitality

industry

E-tourism

Material culture

Non-material

cultute

Oral literature

Ethnic

minorities

Languages

& dialects

Ethnomedicine

Indigenous

technologies

Entrepreneurship

development

Financial

management &

empowerment

Knowledge &

technology

transfer

programmes

Economic

security &

development

Stateless children

Cross-national

migration

Prevalent

diseases

(CD & NCD)

Occupational

epidemiology

Safe drinking

water

(rural areas)

Uberization

of healthcare

E-Health

Smart hospital

15

KRA 2

SO To intensify research and innovation activities

KPI

1. Number of PhD (research) students

2. Number of Principal Investigators (PI)

3. Total amount of external research grants

4. Number of research collaborations with external parties

Strategy/Initiative



Inculcating research and

innovation

1. Allocation of research funda. Research fund for postgraduate students (UMSGREAT)b. Research fund for new lecturers (SLB)c. Innovation fund for undergraduate students

Feb/Sept 2019

Jan – Apr 2019

TNC (P&I)PPPI

Increased number of PhD

students;

Increased number of Principal

Investigators

2. Continuous training/research workshopa. Proposal writing – KPM panelb. ToT for research grant evaluators –KPM panelc. Statistical analysis workshop

Feb 2019

Mar 2019

Apr 2019

TNC (P&I)PPPI Increased

number of external

research grants

Increased number of

collaborations with external

parties

16

KRA 2


KPI





Strategy/Initiative



Inculcating research and

innovation

3. Researchers reward funda. APUMSb. Journal publication feec. Book publication

Oct, 2019Jan – Dec 2019Jan – Dec 2010

TNC (P&I)PPPI

Increased number of

indexed articles

4. Town Hall sessions with FPIa. Kota Kinabalucampusb. Sandakan campusc. Labuan campus

March 2019

June 2019

Sept 2019

TNC (P&I)PPPI Increased

number of grants obtained

Increased number of

publications

5. Laboratory analytical services and equipmenta. Laboratory Accreditationb. Promotion -Catalog c)Maintainanceand marketing

Jan – Dec 2019

Jun 2019

Jan – Dec 2019

TNC (P&I)PIPS Increased

number of analytical services, and ISO

accreditation of 1 laboratory

17

KRA 2


KPI





Strategy/Initiative



Increasing research

fund

1. Internal funda. 2.5% of UMS operational budgetb. Niche Research Fund (7 niches = RM1mil/niches) - 80%; Others - 20%)c. Minimum 30% of FPI Trust Account allocated for research

2. External fundsa. Nationalb. International/Industryc. Matching Grant

Jan/March 2019

Apr 2019

TNC (P&I) PPPI

All grants for UMS niches research areas are approved

Increased number of external grants

SO To intensify innovation and research outputs

KPI

1. MYRA rating

2.Total number of indexed publications per academic staff

3.Total citations per academic staff

4.Total number of IP registered

Strategy/Initiative



User friendly research

management system

1. Integrated system for application, evaluation and monitoring.

2. Research management system

Nov 2019 TNC (P&I)JTMKPPPI

All operations of research management are online

Strengthening and monitoring intellectual

property management

1. To conduct IP Audit (2x per year)

Feb & Sept 2019 TNC (P&I) PPPI

Increased number of IP

Training

1. Article/Journal writing workshop

2. Statistical analysis workshop

May 2019

May 2019

TNC (P&I)JTMKPPPI

Increased number of publications

18

KRA 3Enhancing International

Visibility and Reputation

ACTION PLAN 2019

InternationalStudents

Enrolment

Malaysia aspires to be an international

education hub, and each year a specific

number of student enrolment is cascaded

as a KPI to each public universities. The

number cascaded to UMS increases every

year, of which for 2018 it was 816

students, including 200 postgraduates. As

in previous years, UMS is struggling to

achieve this particular ministry’s KPI. For

the year 2018, the total international

students enrolment of UMS is only 659, of

which 119 are postgraduates. The students

are represented by 45 countries, but

majority are from China.

UMS is very much aware of the significance

and benefits of having a high number of

international students. At the same time

UMS is mindful of the competition among

higher learning institutions (public and

private) in Malaysia in attracting

international students.

For the year 2019, UMS is going to

intensify efforts in increasing international

students enrolment, both undergraduates

and postgraduates, not only from China

but also from other countries.

19

KRA 3

SO To increase international students enrolment

KPI 1. Enrolment of international UG students2. Enrolment of international PG students

Strategy/Initiative



Aggressive promotion

of UMS, including

establishment of new markets,

to be centralised

under PPPG.

1. Diversifying quality and niche program offerings- refer to KRA 1

2. Introducing a “Student Gets Student Scheme”.

paperwork to PBPU paperwork to JTKBriefing to studentAnnouncement to all

(brochure, Social media)

Implementation the scheme

3. Offering International Foundation Promotion 1st Intake

Feb 2019 – Sept 2019

Jan 2019Feb 2019March 2019

April 2019- 2022

Jan 2019June 2019

Faculty, PKPKA

PPPGAlumniFacultyCoEPostgraduate Centre

PPST

The programmeswill be up-to-date, industry relevant, able to offer insights into internationalbest practices, and be accredited by international professional organisations.

Increased number of students (100 students per year)

10 students per year

4. Each faculty will look for mobility and industrial attachment at top 200 university or top 1000 industry ranking partner. listed by PPPGReport to PPPGAnalyse and report to

TNCa

5. Aggressive promotion – 2 new markets for every year promotion to Timor

Leste – Oil & Gas Promotion to Turkey

= EURIE Promotion to

Vietnam - HUTECHAnalyse findings &

report to TNCa

Jan 2019Jun 2019Julai 2019

Feb 2019

March 2019

April 2019

After promotion & effectiveness of the promotion

10 Faculties

PPPG, Faculties, CPS

1 strategic partner for each faculty

75 students from countriesother than China in 2019 –Criteria : non scholarship holder.

1820

KRA 3



Strategy/Initiative



Improving international

student management

1. Collaborate with Immigration Department Sabah to streamline visa issues with international best practice;Meeting with

ImmigrationDepartment

Producing UMS Sticker for Student and staff VISA

producing UMS & Immigration Handbook:

Report and analysis of visa application (student & staff) -to TNCA

2. Enhance application and internal immigration processes through the new online integration system.Meeting with

technical team UAT:Analyse findings

and report to TNCa

3. To accept all English test with CEFR requirement Paperwork to

Senate meeting: Announcement

to all:

Jan & July 2019March 2019

June 2019

Every 6 months

Jan & March 2019March 2019Every 6 months

Jan 2019

Feb 2019

PPPG

PPPG & JTMK

PPPG;BPA;CPS, SENATE

ZERO overstay

compound for student

Increased number of students

(target: 100 students per

year)

21

KRA 3



Strategy/Initiative



Enhancing international

student experience

while studying in UMS

Increasing brand

visibility

1. Undertake a survey on the level of international students' satisfaction with regard to the facilities and services provided in UMS. set up a

committee to analyse outcome of survey

Come up with suggestions that can improve student experience

2. Change the responsibility of producing offer letter for all mobility programmes from BPA to PPPG.

Strengthening UMS Alumni - aims to expand engagement with UMS international alumni population

Feb 2019April 2019

Nov 2019

Sept 2019

April, 2019

PPPG;BPA;CPS, SENATE

Alumni Centre

Applicants can getoffer letter one

week after closing date

Increasedinternational

student intake

increased international

student intake and happiness

index

22

KRA 4Strengthening Governance,

Leadership and Delivery System

ACTION PLAN 2019

Presently UMS has a total of 2947 staff,

including 1857 ( 63% ) administrative

staff, giving a ratio of 1:1.7. About 28 %

are either contract or temporary staff.

Majority are of the age range 21-40 years

(66 %), followed by 41-60 years (32 %). In

term of gender, 54 % are male while 46 %

are female. Meanwhile, the proportion of

academic staff with PhD or equivalent is

only about 47 %.

For the year 2019, the Registrar

Department is focussing on three areas,

namely good governance, quality delivery

system, and professionalism of human

capital.

The management is aware of the excessive

number of administrative staff as well as

the high number of contract/temporary

staff. This has a substantial adverse impact

on the total emolument expenditure.

Efforts are being undertaken to alleviate

this problem.

Good governance emphasizes on high

integrity, easier and fast access to

repository, and good customer service.

Quality delivery system looks into good

health and conducive work environment to

promote productivity among staff, and

tight security to safeguard assets and

campus community. Professionalism of

human capital looks into staff training to

gain professional qualification and/or to

obtain PhD.

The overall desired outcome from these

initiatives is well trained people working

well together in a positive environment

through good governance.

23

KRA 4

SO To enhance good governance

KPI 1. Governance Rating2. Integrity Perception Index

Strategies/

InitiativeActivity

Milestone/

Time FrameResponsibility Deliverables

Enhance good

governance

culture in UMS

i. Awareness on Good

Governance throughout

extensive activities such as:

engagement with JFPIU

Inspectorate

EKSA

MS ISO

Audit

APO Rating assessment

(Anugerah Pengurusan

Organiasasi)

Throughout the

year Registrar,

Quality Management

Division (BPQ),

all JFPIU Reduced/Zero

Non-Conformance

Report (NCR) in

audit findings

Institutional

Repository (IR)

Strengthening

Program and

Content

i. To align targets and goals

to strengthening IR/

ii. to set program and content;

- inspectorate

- audit

- workshop

To create a policy on IR

To develop a system (IR)

To engage with stakeholders

January 2019

January 2019-

2023

Registrar,

Administrative and

Governance Division

(BPG),

Human Resource

Management Division

(BSM),

JTMK,

Library,

Other JFPIU

Archive

established and

easier access for

reliable data

Introduction of

Integrity

Perception Index

(IPI)

- To encourage commitment and

contribution in developing UMS

Integrity Perception Index (IPI)

- To get involve with IIM//MACA

representative

- Workshop for introduction of

UMS Integrity Perception Index

(IPI)

- IPI Strengthening Programme

(Courses/talk/ Awareness)

- Analysis of data from Index

Perception Integrity survey

January -

December

2019

Registrar,

Law Advisor Office,

JFPIU

Decreased number

of reported

disciplinary cases

24

KRA 4

SO To enhance quality and delivery system

KPI1. Customer Satisfaction Index

2. Thriving workplace

3. Healthy life style

4. Crime rate in campus

Strategy/

InitiativeActivity

Milestone/


Enhancing

customer

services

i. To create UMS hospitality

through comprehensive policy

ii. Customer survey twice a year

iii. to replace current operator with

Unified Communication System

(UCS) system telephonist

operator

iv. Customer Satisfaction Index

Rating Assessment (e-Respond)

January 2019

January - June

2019 &

July –

December

2019

January 2019

Registrar,Administrative and

Governance

Division (BPG),

Quality

Management

Division (BPQ),

JFPIU

Less complaint

on unanswered

calls and

waiting

duration.

Creating and

sustaining

thriving

workplace

i. to establish mental health and

wellbeing Index

ii. To conduct stress test among

workers

iii. Program with head department

(informal program)

iv. Emotional intelligent

v. Family day

vi. Communication openness

vii. To establish Term of references

(TOR) for parents with

sick/quarantine child to work

from hospital.

viii. To conduct wellbeing program

which can minimize stress among

the staff and increase the

Happiness Index;

• Recreational program

• Performance award/

appreciation

• Facilitate activities that enhance

Happiness Index

- dress down day

- play room,

- stress –free room

January

2019- 2023

Registrar,

Human Resource

Management

Division (BSM),

JFPIU

Lower turnover

rate

Enhanced performance

Less/reduced

financial

burden on

medical

expenses

25

KRA 4


KPI1. Customer Satisfaction Index




Strategy/

InitiativeActivity

Milestone/


Promote

Healthy Life

Style

i. Awareness to reduce number of

chronic illness cases among

university staff;• Constant awareness/reminder of

the importance of health

screening to all employees

especially those above 40s.

(e-mail blast)• 30 minutes recreational activities

/ exercise / meditation• Regular / scheduled health

checks• Enforcement of health screening

for above 40 years old in purpose

for staff welfare• OSH Awareness• Evaluation of health rate on

exposure to Hazard / Lab /

chemicals

• UMS against Cancer• Campaign• Healthy food guideline• Catering/food serving• Fruit bar

January 2019 –

December 2023

Registrar,

Human Resource

Management

Division (BSM),

UMS Hospital,

Workers Safety

and Health Centre

(PKKP),

Bursar,

all JFPIU

Decreased

incidences of

chronic

illness

Improved

performance

Less/reduced

financial

burden on

medical

expenses

26

KRA 4


KPI 1. Customer Satisfaction Index




Strategy/

InitiativeActivity

Milestone/


Create secure

and safe

campus

i. Strengthening Security Control

and awareness among Campus

community

Reduce Heavy Crime Rate In The

Campus

To review/ develop PHYSICAL

SECURITY POLICY/SECURITY

PROSEDURE/SOP/GUIDELINES

which cover:

1. Roles and Responsibilities of

departments/ persons (staff,

students, contractors/ vendors,

visitors/tourists).

2. Commitment to reduce the

physical security related risk

(Crime Prevention – physical

Security Risk analysis/

Assessments).

Reduce Light Crime Rate in the

Campus

Establish : • strict access to buildings for non-

workers• Control of Locks and Keys,• Procedure of after-hours access

(working during off day),• Procedure of producing Identity

Cards (staff card, student card,

contract worker pass,

visitor/tourist pass). • Crime Prevention Programmes –

Security Awareness and

Reporting of Incidents• Upgrading of CCTV system phase

by phase

January - June

2019

Throughout the

year

January 2019 -

2023

Registrar,

Security

Division,

all JFPIU

Decreased

crime rate

27

KRA 4

SO To enhance creativity, innovation and quality cultures among staff

KPI 1. Number of innovations projects won awards

2. Number of innovations projects that applied in UMS

Strategy/

InitiativeActivity

Milestone/


Intensifying

Team

Excellence (TE)

activities in the

university

(courses,

convention,

commercialisati

on/ patenting)

i. To increase

number of projects

that can be applied

in UMS

ii. Analyse/applied

and promote

project which

applicable in UMS

to other JFPIU

iii. To establish Team

Excellence (TE)

Clinic;

iv. To prepare/

enhance quality of

the project

v. To encourage

number of quality

innovation

projects which can

be applied/

beneficial to

management and

university

January-

October

2019

January-

October

2019

January-

October

2019

Registrar,

Quality Management

Division (BPQ),

all JFPIU

Total number of

created innovations

projects applicable to

all JFPIU

Innovation project

quality to be

implemented in

campus recognised

by State, National

and international

level

28

KRA 4

SO To enhance professionalism of human capital

KPI

1. Number of staff given recognition by relevant agencies/bodies

2. Percentage of PHD

3. Number of academic staff undergone post-doc/sabatical/sub-

specialization training

4. Percentage of competency staff who had undergone training and courses

Strategy/

InitiativeActivity

Milestone/


Development

of Human

Capital

Capability

Allocation of fees for membership

(ERM/ Strategic Plan/OSHA/

Professional bodies/HRDF)

(Engineer, Architect, CPA,

ACCA, CIMA, ACM, IEEE,

MBOT

Provision of special incentives for

those graduating on time with

PHD qualification. GOT (RM1K),

Research Incentives (RM10K),

(Supervisor incentives for

PHD=RM2,500) and Study

Leave Scholarships.

Staff undergone post-doc/

sabbatical/ sub-specialization

training

January 2019 –

December

2023

(throughout

the year)

Registrar,

Human Resource

Management

Division (BSM),

Centre for

Research and

Innovation (PPI),

Faculties

Accreditation by

professional bodies

Number of staff

recognized

Numbers of lecturers

with PhD

Numbers of GoTs

per year

Provision of appropriate

management and professional

courses to staff

January 2019

(Throughout the

year)

Registrar,

Human Resource

Management

Division (BSM)

Number of young

lecturers /

leadership lines

Succession Plan

-To enhance existing talent pool

Identifying future potential

leaders through- search

committee/ profiling.

January 2019-

2023

Number of potential

leaders identified

29

KRA 5Enhancing Financial

Sustainability

ACTION PLAN 2019

In response to the present and future

financial or economic scenario, public

universities are highly encouraged to

pursue revenue generation and revenue

diversification, while also focussing on

cost containment. For the year 2017 UMS

achieved 15 % in revenue generation,

which improved to 19 % in 2018.

gradually reducing dependency on

government grants. UMS already has an

established policy and guidelines on

income generation.

For year 2019, the focus is on

strengthening the roles of PTJ in

commercialization, monetization of assets

and other initiatives including waqf and

endowment. Programs and projects with

potential revenue generations are being

identified and monitored to ensure

successful and smooth implementation.

Delivery of University’s aims and

objectives is dependent on overall UMS

financial strength. This can be achieved by

increasing and diversifying income from a

wide range of financially sustainable

academic and commercial activities while

UiNVEST as UMS subsidiary company and

PLUMS as Centre of External Education

are re-evaluating their business models

and operations towards positive growth

and to maximize returns as well as

contribution to UMS.

Creating a more sustainable financial base

is not just about increasing revenue. UMS

will also continue its commitment in

managing and optimizing cost by

controlling utility and maintenance costs

as well as by imposing cost-saving

initiatives and innovations in operations.

Cost effectiveness for students is also

being evaluated towards improving

efficiency in financial planning.

1930

KRA 5

SO To enhance income generation from various sources

KPI Income generation from other internal sources

Strategies Action Plan Milestone/


Strengthening the roles of PTJ in Income generation

Target Revenue:

RM111,627,092

1. Commercialization quality product through

Licensing, Copyright or Selling of IP

Throughoutthe year

PPI - Prototype products available forcommercialization

- Income from Patent rights and royalties

Commercialization through Subsidiary Company

UiNVEST - Increased numbers of product commercialized

- Income generated from commercialization activity

- Profit distribution received from subsidiary

Joint venture (JV) with potential industry players

PPI/ Faculties/ Institutes/ Researchers

- amount of grants received

- JV projects- Income generated

from JV activities

Creating Venture Capital Models

PPI/Faculties/ Institutes/ Researchers/ Subsidiary Company

- Sales of products- Income generated

from Venture capital projects

- Profit distribution received from subsidiary


2. Setting target for income generation from PTJ

Determining target February 2019

Bursar, CIE

- PTJ’s target

Endorsement from University management

March 2019

Circular on income April 2019

Quarterly report and monitoring

May 2019 until year end

- actual achievement and variance report

31

KRA 5

S0 To enhance income generation from various sources


Strategies Action Plan Milestone/



3. Enhancing monetization assets activities

Rental Premise/ facilities 2019

Bursar/ CIE/ JPP

Facilities Management Office/ One Stop Centre established

Generate income from Eco-Campus Tourism 2019 EVIC

Generate Income for University from EVIC activities.

4. Other Initiatives improving generation of university income include Endowment and waqf

Encourage and monitoring PTJ in generating income activities

2019 JPFIUIncreased total Income generation from JPFIU

Endowment and WaqfActivities such as;

-Academic Chair-Medical SateliteCentre UMS-Mobile Clinic-Waqf

2019 CIE

Increased number of Academic Chair and endowment funds



Strategies ActivityMile stone/ Time Frame


Enhancing Income generation activities and opportunity of subsidiary/ holding company

Target Revenue:

RM1,579,919

UiNVEST to re-evaluate its business model and operations.

Targeting UiNVEST as one of the accredited professional training Centers offering certified skills.

Providing opportunities for UiNVEST to assist the development of the University through engagement in commercialization activities

Throughout the year

UiNVEST

- Generate Income for University by profit sharing (60% from yearly income)

32

KRA 5



Strategies ActivityMilestone/ Time frame


Enhancing and empowering PLUMS

Target revenue:

RM6,500,000

Review the existing delivery methods for out campus academic programmes(currently F2F 14 weeks) with the aim of improving the Presentation by adopting the latest technology

January – July 2019

TNCA/ Faculties/

PLUMS/ PKPKA

Enhancedmethods for teaching and learning

Develop new academic programmes that are more market-oriented

January – July 2019

TNCA/ Faculties/

PLUMS/ PKPKA

New course work program for undergraduate and postgraduate

Overseas promotion to attract more international students

January –August 2019

PLUMS/ Faculties/ PHEA

Increased intake of internationalstudents

Diversifying international student resources other than China (such as Southeast Asia, North Africa, Central Asia and other Far East countries

January –August 2019

PLUMS/ Faculties/ PHEA

Agents are appointed to recruit students

Improve infrastructure in terms of R & D facilities including teaching aids (ABM) and physical facilities to create more conducive R & D

January -December 2019

PLUMS/ Faculties/ JPP

Improvedfacilities for teaching and learning

33

KRA 5

SO Optimizing operational and capital expenditure

KPI Optimization of expenditures associated with utilities and maintenance

Optimization of operational expenditures per student

Strategies ActivityMilestone/


Optimizing utility and maintenance costs

Implementing policies towards optimal savings and financial use

Throughout the year

JPP

fundamentals of saving-finance-technology (i.e. Solar power System)

Utilizing the latest technology to ensure efficient use and energy saving (utilities)

JPP

Innovation in procurement methods towards savings and value for money in earnings

Bursar

Optimizing operational cost per student

Measures the cost effectiveness of each student to improve efficiency in operating expenses planning

Throughout the year

TNCA, Bursar

Review existing policies related to human resources, finance and operations

Registrar, Bursar

Rationalize the stream of activities that do not contribute to the efficiency and effectiveness of the operation

Registrar, Bursar

34

KRA 6Contributing Towards State

and National Development

ACTION PLAN 2019

UMS has been an integral part of the

development of the state and nation since

its inception in 1994. Apart from

developing human capital and creating

knowledge, UMS is actively engaging with

government, industries, and agencies

towards industry and community

transformation.

With the unique needs of the industry

locally and nationally, UMS plays a pivotal

role in enabling industrial innovation and

growth. Our local industry seeks strong

science-based support from the university

as well as trained human capital and in

return opens up grants and research

opportunities.

Another essential thrust of UMS focus is

in expanding it’s lifelong learning

offerings, to build continued self and

community advancements, as well as

serving the various communities through

educating marginalised groups and the

local population.

UMS champions various translational

research projects that has benefitted

many of Sabah’s communities. Despite the

challenges in carrying out such

programmes, UMS academicians and

researchers braved the distance and

isolation to continue to connect and serve.

There is indeed a wealth of knowledge

and skills in all three parties and it is in

this synergy of university, industry and

community that has created new and

sustainable solutions for the nation and

state. Through these strategic

collaborations, universities become more

adaptable, industries become more

competitive, and communities more

robust.

35

Thus, the main focus for 2019 is on UMS

expanding it’s industry outreach not only

locally and nationally, but also at regional

level. Also, UMS is expanding it’s

community outreach by focusing on

specific local areas where UMS expertise

can be applied to match the local needs

together with the support of industry

and government agencies.

Indeed, community and industry

engagement has given a UMS a colourful

background and helped improve

teaching and learning, as well as

research and development. This

tradition must go on and UMS upholds

this great honour and focuses to build

the bridge to a stronger future.

36

KRA 6

SO To expand industry engagement outreach

KPINumber of industry partners and collaboratorsNumber of industry engagement activities organised

Strategy/Initiative Activity Milestone/Time Frame


Development and implementation UMS Industry Engagement Policy

Benchmarking to other local and private universities with strong industry partnerships (i.e. UPM, UTM, Inti

and Taylor’s )

January 2019 TNC (A&A), CICN

A clear outline of industry engagement strategy, policy and activities success factors

Increased partnerships and collaborations with industriesFormation of

Community Engagement Working Group

February 2019 TNC (A&A)

Workshop 1 March 2019 Working group

Workshop 2 April 2019 TNC (A&A), CICN, Faculties

Presentation to PBPU May 2019 TNC (A&A),PPSKK

Launching and implementation of UMS Industry Engagement Policy

June 2019 JSPIU, CICN

Enhancing the management of UMS strategic partners

Brainstorming Meeting February 2019 TNCs, PPSKK, PPPG, PK, PPI, Alumni, Faculties, CIE, CICN

UMS Strategic Partnerships Management System

A well-managed relationships and interactions with strategic partners and potential partners

Appointment of working group

March 2019 TNCs

Workshop April 2019 Working Group

System Development of UMS Strategic Partnerships Management System

April - October 2019

Outsourced company

System Testing November 2019 Outsourced company, prospective users

Launching and Implementing the UMS Strategic Partnerships Management System

December 2019 JSPIU

37

KRA 6

SOTo expand industry engagement outreach

KPINumber of industry partners and collaboratorsNumber of industry engagement activities organised



Intensifying industry engagement activities

Conducting roadshow to faculties

Feb 2019 CICN A clear understanding of the importance and value of industry partnerships and collaboration among faculty members.

Matchmake UMS expertise with industries

Feb. 2019 CICN Increased industry partners and collaborators

Local industries visits

March- December 2019

CICN

National industries visits Regional Industries visits (Hong Kong, China, Taiwan, Philippines, Indonesia, Korea, Japan)Organising University-Industry Connections and Cooperation Conference (UICCC)

November 2019 CICN Deliberations and exchange of ideas on university-industry collaboration and partnerships issues to close the gap between university and industry policies and strategies

Increased industry partners and collaborators

Implementing “Industry on Campus”

Workshop on

developing “Industry

on Campus” Policy and

Guidelines

January 2019 Bursar, CIE, CICN, PPPS

Policy and Guidelineson “Industry on Campus”

Increased local industries involvement to support university activities

Presentation to the

Board

Feb. 2019 CICN

Launching and

Promotion of Industry

on Campus

March 2019 CICN

38

KRA 6

SOTo expand community engagement outreach

KPINumber of community engagement activitiesNumber of participants in the activities organized with the community



Strategic Partnership with local and international community engagement organisations

Identifying potential international and local partners (Civil Society Organisations, Foundations, State and National Agencies)

February 2019 Faculties, CICNIncreased signed MOU/MOAs with clear objectives

Increased number ofpartners in community engagement activities

Meeting with potential Partners

March – April 2019 Faculties, CICN

MOU/MOA with Partner/s

By End 2019 Faculties, CICN

Implementation of Community Programmes

As and when initiated

Faculties, CICN

Promotion of CSR and volunteerism program among staff and students

Promotion of CSR activities available to and at UMS

Monthly Community Engagement Working Group, Faculties, CICN, HEPA

Increased number of CSR activities taken up

Talks and Mini Workshops for Internal and External Parties to share on Community Engagement

Quarterly Community Engagement Working Group, Faculties, CICN

Community Engagement Open Day

October 2019 Community Engagement Working Group, Faculties, CICN

39

KRA 6

SO To increase opportunities for life-long learning (PLUMS/PEP)

KPI Number of Life Long Learning courses available to the public

Enrolment in Life Long Learning courses


Responsibility Deliverable

To strengthen promotional and marketing activities.

Roadshows/Exhibitions

January –

December

2019

PLUMS Promotion/

Marketing

Activities

Market Survey

Courtesy visit to government department and private sector

January –

June 2019

Faculties

PLUMS

Enrolment from

government and

private sector

staff

Educational/Programme briefing to prospect applicants.

January –

August 2019

Faculties

PLUMS

Promotion on

PLUMS

programmes in

the Sabah

community

Boosting PLUMS programmes through social media.

January –

December

2019

PLUMS FB

Instagram

Email

Promotion of Life Long Learning programs to stakeholders

Identify course and lecturer

February 2019

PEP, PKPKA, JTMK, Faculties

10 MOOC courses published online for public used

Workshop and training phrase 1

April 2019


June 2019


September 2019

Launching of 10 MOCS during e-Learning award ceremony

November 2019

Advertise course online to public

December 2019

40

KRA 7Commitment to Environmental

Sustainability

ACTION PLAN 2019

Aims

To promote environmental education and

care, and moving towards environmental

sustainability through good planning, and

operational and management practices

that will influence curriculum, teaching

and research, and campus experience

through leadership of the university

Vision

Universiti Malaysia Sabah will become a

leading model of the “new flagship

EcoCampus” of the 21st century. By

redefining and “greening” our policies and

practices in an ecologically-friendly

context, we are setting new standards in

campus management and our core

activities of education, scholarship,

research and innovations.

Policy Statement

UMS is committed to be a university of

excellence in teaching and research, and

an EcoCampus that incorporates due

environmental considerations in its

planning and activities by being

innovative, relevant and sustainable. The

environmental stewardship towards

sustainable development will address

local, national and global environmental

challenges in collaboration with

stakeholders.

The quest of UMS as an EcoCampus

started in 2013 with the launching of

EcoCampus Blueprint and the

establishment of EcoCampus Management

Centre.

41

EcoCampusKey

Elements

MindsetChange

OperationalPractices

Management

ResearchThemes

Teaching& Learning

InfrastructureDevelopment

Recognize that our decisions and actions can have a

significant impact on the environmental, economic

and social dimensions of the region, at present and

in future.

Recognize that fundamental changes need to be

made in the way society thinks and acts towards

sustainable development

Believe that this can only be achieved through the

education and transformation of our values and

lifestyles.

Incorporate environmental considerations in our

planning and activities by being innovative, relevant

and sustainable.

Our Believe and Commitment

42

71st in the world (Top 9.87% of the world, participating universities:719)

17th in Asia (Top 5.56% in Asia,participating universities: 306)

4th in Malaysia (but shares the same score as UTM, 7100/10000)

2018

37th in the world (Top 5.98% of

the world, participating

universities: 619)

6th in Asia (Top 1.92% in Asia

participating universities: 313)

3rd in Malayisa

(score: 6274/10000)

2017

A significant achievement of UMS green (EcoCampus)

agenda is being ranked top 100 in UI GreenMetric

World University Ranking.

Various efforts have been initiated as well as being

proposed to improve this performance.

43

The 2030 Agenda for Sustainable

Development, adopted in September 2015,

came into effect on 1 January 2016. At the

heart of the agenda are the 17 Sustainable

Development Goals (SDGs) or Global Goals,

which are a set of priorities and aspirations

covering a wide range of interrelated goals,

including poverty eradication and economic

growth, social inclusion, environmental

sustainability and peace for all people by

2030.

The UN 2030 Agenda emphasizes the

interlinkages between society, the economy

and the environment in the process of

sustainable development. It also points out

that the implementation of SDGs is the

responsibility and mission of every citizen

and requires the cooperation and concerted

efforts of all parties to achieve global

sustainable development.

Past and present activities in UMS are

related to a number of the SDGs. These are

associated with universities activities such

as education (teaching & learning),

research and innovation, community

engagement, operations and governance,

global partnership, and consultancy.

However, since SDGs only gained attention

recently, there is yet a systematic mapping

and assessment of UMS activities with

respect to the SDGs.

To further enhance UMS green agenda (ie.

environmental sustainability) while at the

same time to enable proper and systematic

documentation of UMS contribution

towards SDGs, a special attention will be

given in 2019 towards UMS as a SDGs-

engaged university.

Universities play a key role in the

implementation of SDGs. Despite the lack

of specific guidelines on how universities

can contribute to implementing the SDGs,

many universities have started to come on

board with the SDGs while some are

looking at ways they can contribute. Higher

education institutions are considered

important players in ensuring the

successful implementation of SDGs by 2030.

Universities can contribute substantially to

some of the SDGs, including Goal #4

(Quality Education).

44

KRA 7

SO To strengthen the position and reputation of UMS as an EcoCampus in sustainable development

KPI UMS Sustainable Development Annual Achievement Report

Strategy/Initiative



Embracing and implementing the SDGs in university context in a systematic and measurable manner

To undertake a mapping exercise involving all JFPIB to align SDGs with the development initiatives

(a) W/Shop on finalizing SDGs mapping-- January 2019

EMC & PPDM & JFPIU

Mapping of SDGs alignment

to the development initiatives of

JFPIU.

To strengthen data readiness and fill data gaps to develop a dataset for SDG implementation

(a) Data system design and development –January-June 2019;(b)Implementation of the system data collection, analysis and reporting- from July 2019 onwards(-2022)

EMC & JTMK &

PPDM & JFPIU

A report of the

baseline data on

SDG

implementation,

and existing data

gaps.

To conduct

SDG workshop

and

symposiums

to promote

participation

of

stakeholders

(a) W/Shop and

symposium

- June and September

2019

(-2022)

EMC & JFPIU

and the public

Enhanced

participation of

stakeholders in

the aligned

implementation

of SDGs at UMS.

45

KRA 7


KPI UI GreenMetric World University Rankings

Strategy/Initiative



Improving performance in the appropriate UI GreenMetricWorld University Ranking indicators

(1) To achieve

the ranking of

the top 3

university in

Malaysia &

top 10% in

the world

(a) W/Shop on UI

GreenMetric Ranking

– Ranking

improvement

strategies

- January 2019

(-2022);

(b) Implementation of

the strategies (data

collection), and

monitoring

- January-July 2019

(-2022);

(c) W/Shop on Data

Collection and

Analyses

- July 2019

(-2022);

(d) Presentation to the

top management

- August 2019

(-2022);

(e) Further

improvement of the

data needed

- August-September

2019

(-2022);

(f) Submission of data

- October 2019

(-2022)

EMC & JFPIU Top 3 university

in Malaysia

& top 10% in the

world.

[*Note: Ranking

for 2018 –

UMS is ranked 4th

in Malaysia

(same points

with the 3rd

ranking

university; UTM)

& ranked 71st in

the world (top

10% of the

world; total no.

of participating

universities =

719)]

46

KRA 7


KPI UI GreenMetric World University Ranking

Strategy/Initiative



Improving performance in the appropriate UI GreenMetricWorld University Ranking indicators

(2) To obtain

the ISO

14001: 2015 Environmental

Management

System

Certification

(a) Set up a committee,

and meetings

- 2018;

(b) Briefing by

consultants to UMS

- 2018;

(c) Meetings to decide

on the certification

scopes and criteria

- 2018;

(d) Proposal and

costing submission by

consultants to UMS

- January 2019;

(e) Submission of

proposal to the top

management until

approval

- February 2019;

(f) Auditing and

documentation

(Stage 1)

- August 2019;

(g) Certification

auditing

(Stage 2)

- September 2019;

(h) Verification and

certification

-October 2019

EMC & JFPIU ISO 14001: 2015

Certification.

[*Note:

Committee has

been formed, and

meetings have

been carried

out.]

47

KRA 8Holistic Student Experience

ACTION PLAN 2019

The primary concern of KRA8 is the non-

academic experiences of each student

while studying in UMS. Besides helping to

develop their soft skills through various

programs or activities, the well-being,

satisfaction and happiness of the students

are also given due attention. For the year

2019, the priorities are to enhance student

accommodation and to improve graduate

employability.

At any one time, UMS student population

is around 17,000, including about 14,900

undergraduates. In view of the lack of

affordable private accommodations near

and around the campuses, UMS is striving

to provide affordable (subsidized)

accommodation to majority of the

students. This will a challenging objective

in 2019 due to changes in the location and

distribution of off-campus accommodation

facilities, as well as the delayed

construction of College F.

UMS

RESIDENTIAL

COLLEGE

STUDENT

CAPACITY

STUDENT

ENROLLMENT BALANCE

Kolej Tun Fuad 1,454 1,446 8

Kolej Tun Mustapha 1,776 1,758 18

Kolej E 3,600 3,595 5

Kolej Kingfisher 342 214 128

TOTAL 7,176 7,024 152

FPL - Sandakan 1,000 379 621

Alpha - UMSKAL 1,280 1,126 154

Beta - UMSKAL 752 564 188

TOTAL 3,032 2,069 963

EcoPark 680 673 7

USIA 1B 469 469 0

Kolej 1B (Prince

Tower, Tower A & B) 251 218 33

Sri Angkasa (Blok L) 836 573 263

Mutiara (UMSKAL) 400 242 158

TOTAL 2,626 2,237 469

OVERALL TOTAL 12,834 11,330 1,584

At the same time proper and regular

maintenance of facilities in all the colleges

need to be undertaken. Also, to further

increase the happiness index of the

students, the quality and services of the

cafeteria need to be enhanced.

Improvement will also be made to the

various processes/procedures associated

with the Student Affairs Department.

48

Graduate employability is a perennial

struggle as far as UMS is concerned.

During the period 2010-2018, percentage

GE is on average less than 60 %,

compared to national average of about 80

%. It, however, varies among faculties, and

among programmes within a faculty.

The management of UMS is aware and

concerned about this relatively poor GE

performance. Various measures and

activities have been carried out, currently

being implemented as well as being

planned in trying to increase GE among

the graduates.

Among the major initiatives undertaken

was the establishment of Career Centre,

whose primary objective is to contribute,

from non-academic perspectives, towards

enhancing GE. The roles and activities of

this Centre will be further strengthen in

2019

49

KRA 8

SO To provide adequate and excellent facilities

KPI Student Satisfaction Index

Strategy /

InitiativeActivity

Milestone /


To provide Hostels to

all UMS students

Rent the Hostels for

students (Eco Park, 1

Borneo, Numbak)

January, 2019 JHEP

1. Eco Park : 82 unit 2. 1B- Tower A : 14 unit - Tower B : 4 unit- Prince Tower : 6 unit

To make sure

residential college F

are ready

January, 2019 JHEP

Additional Block for

Residential College

Tun Mustapha and

Tun Fuad

July, 2020JHEP, JPP,

Bursary

A site visit on 8th

January 2019 was

done by JHEP and

JPP to identify the

specified area to

develop the

additional blocks

Proper and regular

maintenance off all

facilities

Ensuring all facilities

are maintained and

usable (Hostels, Sport

Facilities, etc.) March, 2019

JHEP

A scheduled

inspection is done by

the JHEP staff in each

Residential Colleges

to monitor any

damages of facilities

in the Residential

Colleges

Improving DIY repair

to speed up the

maintenance process

JHEP

DIY repairs are done

by JHEP staff of each


Enhancing the services

and quality of cafeteria

Improving services of

quality among

cafeterias according to

student satisfaction

January, 2019 JHEP

Cafeteria inspections

are held schedulable

and lead by the

Chairman of MAPEK

UMS

Enhancing application

and complaint

procedures and

processes

Providing customer

friendly complaints

(QR Code, Google

Form, etc.)

January, 2019 JHEP

Customer Friendly

Complaints Form

have been executed

by the Cafeteria

Committee for each


50

KRA 8

SO To enhance graduate employability (GE)

KPIGraduate employability

Strategy /

InitiativeActivity

Milestone /


Organising Career

Development

Training Programs

and other

Appropriate Courses

Finishing school

program which

includes grooming

workshop, career

workshop, resume

workshop, career

path talk, career

forums and mock

interviewJanuary, 2019

Career Centre

Will commence on

semester 2 of the

2018/2019

academic session

targeting final year

students

Career counselling

and group career

counselling session

Career Centre

2 clients, 3 sessions

in semester 1,

2018/2019 session;

individual/group

career counselling

sessions for

semester 2 will

commence in

February 2019

Organising career

fairs and meet-the-

industry sessions

Increasing Industry

engagement

activities through

career fair, sector

focused career fairs

and meet-the-

industry

January, 2019 Career Centre

Preparing for two

career fairs to be

held in May 2019

(HRINCampus Sabah

Job Fair; Torays

Career Day)

51

KRA 9Transformation Towards

University / Industry 4.0

ACTION PLAN 2019

Industry 4.0 is the application of digital

technologies, including Internet of Things

(IoT), Big Data and Analytics, Virtual and

Augmented Reality, Cyber Security and

Advanced Robotics. Industry 4.0 is

applicable in all sectors, including higher

education.

UMS needs to embrace Industry 4.0 to

maintain relevance to prospective

students and other stakeholders. UMS

needs to deliver future generations with

the right set of skills and knowledge (ie

future-proof graduates). At the same time

UMS needs to change and adapt for the

digital transformation. Hence, UMS needs

to transform towards Industry 4.0 or

University 4.0.

This transformation, under KRA 9 of the

UMS Strategic Plan, covers three areas,

namely Learning and Teaching 4.0,

Research 4.0 and Smart Eco-UMS 4.0.

Learning and Teaching 4.0 focusses on the

curriculum, learning and teaching process

and lifelong learning. Research focusses

among others on developing new research

dimensions as well as intensifying

university-industry collaborations for

research and innovation.

Application and incorporation of digital

technologies have wide ranging benefits

such as increased productivity, increased

competitiveness, increased flexibility,

increased quality, increase in process

capability, increased innovation and lower

staff cost.

52

Smart Eco-UMS 4.0 focusses on the

digitalization of UMS. In other words, UMS

is leveraging on the existing and emerging

digital technologies to soar UMS upwards

in this era of Industry 4.0. This is also in

response to the expectation of the ministry

of education that universities in Malaysia

need to be transformed to Smart Campus.

Smart Eco-UMS 4.0 has a number of

initiatives, including digital ID, digital

payment, smart data, big data centre,

integrated information system, smart

classroom, smart e-learning, smart energy,

smart security, smart administration,

smart research management, smart facility

and asset management and smart student

management. Nevertheless, the

implementation will be in stages and

according to priority.

The main priority is to put in place the

appropriate infrastructure for connected

campus, including expansion/extension of

fibre optic network and enhancement of

ICT hardwares and infrastructures. The

existing ICT infra in all the three campuses

(Kota Kinabalu, Labuan and Sandakan),

while the extension of fibre optic network

will alleviate the problem of campus-wide

wifi connectivity (in particular outdoor

connectivity).

Phase 1 of this project is scheduled to be

implemented and completed in 2019.

53

Another priority is the development of an Integrated Information System (SMBU).

Existing databases in UMS are based on several platforms (systems) while there

are areas where the database is non-existent. This give rise to various issues and

problems with regard to data quality, data completeness, data retrieval, data

collection, data integration, etc. This situation warrants an effective solution so

that it does not retard the transformation towards industry 4.0.

The Integrated Information System (SMBU) comprises ten (10) different clusters,

the most significant ones being the Finance Cluster and the Administration

Cluster. Work on the development of SMBU started in 2017, initially involving

these two clusters.

The priority for 2019 is for the data base systems for all the different clusters fully

operational, besides being successfully integrated into a single SMBU system.

UN

IVE

RS

ITY

IN

TE

GR

AT

ED

INF

OR

MA

TIO

N S

YS

TE

M

FINANCE

ADMINISTRATION

TEACHING & LEARNING

ACADEMIC MANAGEMENT

STUDENT MANAGEMENT

FACILITY & MAINTENANCE

RESEARCH & INNOVATION

DIGITAL RESOURCES

STRATEGIC DATA

HOSPITAL UMS

SMBU

54

KRA 9

SO To enhance campus connectivity

KPI 1. % infrastructure

2. % indoor connectivity

3. % outdoor connectivity

Strategy/Initiative



Provision and enhancement of appropriate ICT infrastructures(Phase 1)*

Preparation of scope Approval of scope(January-February, 2019)

JTMK / Bursar Improved ICTinfrastructure

Improved indoor wifi

connectivity

Improvedoutdoor wifi

connectivity

(involving all campuses)

Preparation of tender document

Tender documentscompleted(January – February 2019)

JTMK / Bursar

Tender process Award of tendedMarch – April 2019

JTMK/Bursar

Commencement of project

May, 2019 JTMK/Bursar

Project completion,testing &commissioning

Project completed asper scheduledOctober - December, 2019

JTMK/Bursar

SO To enhance ICT, big data and IoT applications in University activities, processes and services

KPI 1. SMBU operational

2. UMS performance in MyMohes

Strategy/Initiative



Applications of ICT, big data and IoT in university’s processes and services(Development of University Integrated Information System (SMBU))

Establishment of policy and guidelines on University data

Approval of Policy and Guidelines by PBPU(January, 2019)

PPDM UMS Data policyand Guidelines

University Integrated Information System

Improved datacompletenessand quality

Enhanced Big Data capability

Further development of SMBUClusters 1 - 2

Systems completed andfunctional(Jan – Dec, 2019)

JTMKBursaryClusters 1-2

Further development of SMBUClusters 3 - 10

Systems completed andfunctional(Jan – Dec, 2019)


System Integration of Clusters 1-10

Systems completed andandFunctional(Jan – Dec, 2019)


Final stakeholders Workshop about SMBU

December, 2019 JTMK/PPDM

55

ACKNOWLEDGEMENT

The preparation of this Action plan could not have been possiblewithout the participation and cooperation of the KRAs Lead Officers

and their respective team, as well as the valuable comments andadvice from the Board of Directors. Their contributions are

sincerely appreciated and gratefully acknowledged.

Published by: PPSKKPUSAT PENGURUSAN STRATEGIK

& KOMUNIKASI KORPORAT

Sustaining Excellence Towards Industry 4.0

Documents

UNIVERSITI MALAYSIA SABAH Strategic Action Plan 2019 · UNIVERSITI MALAYSIA SABAH. FOREWORD UMS Strategic Plan 2018-2022 is an extension of the previous plan (2013-2017) by taking