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
STRATEGIC OBJECTIVES
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
KEY PERFORMANCE INDICATORS
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
STRATEGIC OBJECTIVES
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
KEY PERFORMANCE INDICATORS
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
STRATEGIC OBJECTIVES
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
KEY PERFORMANCE INDICATORS
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
STRATEGIC OBJECTIVES
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
KEY PERFORMANCE INDICATORS
Income generation from other sources Optimization of expenditures associated
with utilities and maintenance Optimization of operational expenditures
per student
STRATEGIC OBJECTIVES
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
KEY PERFORMANCE INDICATORS
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
STRATEGIC OBJECTIVES
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
KEY PERFORMANCE INDICATORS
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
STRATEGIC OBJECTIVES
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
KEY PERFORMANCE INDICATORS
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
STRATEGIC OBJECTIVES
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)
KEY PERFORMANCE INDICATORS
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 3 13 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
Activity Milestone/Time Frame
Responsibility Deliverables
Establishment of 3u1i/2u2i
UG programmes
Pre-Workshop 1 16 Nov 2018 PKPKA
3u1i/2u2iUG programmes
Pre-Workshop 2 7 Dec 2018 PKPKA
Pre-Workshop 3 13 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
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
SO1. To establish future-proof academic programmes
2. To create smart delivery ecosystem
KPI1. % of courses in blended mode
2. Number of smart classrooms
3. Number of SCL rooms
Strategy/Initiative
Activity Milestone/Time Frame
Responsibility Deliverables
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
SO1. To establish future-proof academic programmes
2. To create smart delivery ecosystem
KPI1. % of courses in blended mode
2. Number of smart classrooms
3. Number of SCL rooms
Strategy/Initiative
Activity Milestone/Time Frame
Responsibility Deliverables
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
Activity Milestone/Time Frame
Responsibility Deliverables
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
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
Activity Milestone/Time Frame
Responsibility Deliverables
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
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
Activity Milestone/Time Frame
Responsibility Deliverables
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
Activity Milestone/Time Frame
Responsibility Deliverables
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
Activity Milestone/Time Frame
Responsibility Deliverables
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
SO To increase international students enrolment
KPI 1. Enrolment of international UG students2. Enrolment of international PG students
Strategy/Initiative
Activity Milestone/Time Frame
Responsibility Deliverables
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
SO To increase international students enrolment
KPI 1. Enrolment of international UG students2. Enrolment of international PG students
Strategy/Initiative
Activity Milestone/Time Frame
Responsibility Deliverables
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/
Time FrameResponsibility Deliverables
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
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/
Time FrameResponsibility Deliverables
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
SO To enhance quality and delivery system
KPI 1. Customer Satisfaction Index
2. Thriving workplace
3. Healthy life style
4. Crime rate in campus
Strategy/
InitiativeActivity
Milestone/
Time FrameResponsibility Deliverables
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/
Time FrameResponsibility Deliverables
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/
Time FrameResponsibility Deliverables
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/
Time FrameResponsibility Deliverables
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
Strengthening the roles of PTJ in Income generation
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
KPI Income generation from other internal sources
Strategies Action Plan Milestone/
Time FrameResponsibility Deliverables
Strengthening the roles of PTJ in Income generation
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
S0 To enhance income generation from various sources
KPI Income generation from other internal sources
Strategies ActivityMile stone/ Time Frame
Responsibility Deliverables
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
S0 To enhance income generation from various sources
KPI Income generation from other internal sources
Strategies ActivityMilestone/ Time frame
Responsibility Deliverables
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/
Time FrameResponsibility Deliverables
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
Responsibility Deliverables
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
Strategy/Initiative Activity Milestone/Time Frame
Responsibility Deliverables
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
Strategy/Initiative Activity Milestone/Time Frame
Responsibility Deliverables
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
Strategy/Initiative Activity Milestone/Time Frame
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
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
Workshop and training phrase 2
June 2019
Workshop and training phrase 3
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
Activity Milestone/Time Frame
Responsibility Deliverables
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
SO To strengthen the position and reputation of UMS as an EcoCampus in sustainable development
KPI UI GreenMetric World University Rankings
Strategy/Initiative
Activity Milestone/Time Frame
Responsibility Deliverables
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
SO To strengthen the position and reputation of UMS as an EcoCampus in sustainable development
KPI UI GreenMetric World University Ranking
Strategy/Initiative
Activity Milestone/Time Frame
Responsibility Deliverables
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 /
Time FrameResponsibility Deliverables
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
Residential Colleges
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
Residential Colleges
50
KRA 8
SO To enhance graduate employability (GE)
KPIGraduate employability
Strategy /
InitiativeActivity
Milestone /
Time FrameResponsibility Deliverables
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
Activity Milestone/Time Frame
Responsibility Deliverables
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
Activity Milestone/Time Frame
Responsibility Deliverables
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)
JTMKBursaryClusters 3-10
System Integration of Clusters 1-10
Systems completed andandFunctional(Jan – Dec, 2019)
JTMKBursaryClusters 1-10
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