Strategic Plan - eQdoc UniMAP [PDF]

Strengthening Competitiveness

Strategic Plan 2008-2010

BRIGADIER GENERAL PROFESSOR DATO’ DR. KAMARUDIN HUSSIN ABDUL AZIZ MAHMUDDIN

Contents

List of charts ............................................................................................... i List of tables ................................................................................................ i List of figures................................................................................................ i Mission.......................................................................................................... ii Vision............................................................................................................ ii Core Value................................................................................................... ii Philosophy and Objectives.......................................................................... ii Official song of UniMAP............................................................................ iii Vice Chancellors’s Message........................................................................iv Chapter 1 Introduction............................................................................................................ 1 Chapter 2 National Policies: Basic Analysis of External Environment.... ............................

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Chapter 3 Core Strategy 1: Enhancing the Academic Objectives ........................................

20

Chapter 4 Core Strategy 2: Upgrading the Practical Oriented Curriculum...........................

32

Chapter 5 Core Strategy 3: Promoting Research and Innovations........ ..............................

37

Chapter 6 Core Strategy 4: Improving Internationalization Programs....... ..........................

45

Chapter 7 Core Strategy 5: Stregthening the Development of Human Capital and Promoting the concept of Distributed Campus........................................................ 50 Chapter 8 Core Strategy 6: Contributing to the Growth of Agro-Industires in the Nation ......................................................................................................... 61 Chapter 9 Core Strategy 7: Developing Administrative and Delivery Systems and Generating Income .................................................................................

64

Chapter 10 Close ..............................................................................................................

73

List of Charts Chart 3.1

: Number of Lecturers According to Posts in 2007…..24

Chart 3.2

: Number of Types of Acquisition of Library in 2007…..26

Chart 3.3

: Number of Graduates Employed from Different Schools in 2007…..27

Chart 3.4a

: Forecast of Enrolment of Students by 2010..........28

Chart 3.4b

: Forecast of Enrolment of Students by 2015...........28

List of Tables Table 3.1

: Number of Intakes and Total Number of Students Actively Enrolled in Different Schools in 2007…..22

Table 3.2

: Schools and Programs Offered in 2007…..23

Table 3.3

: Number of Students Doing Practical Training and Types of Companies Providing the Training in 2007…..27

Table 5.1

: Number, value and types of Grants According to Various Schools and Institutes in 2007…..40

Table 5.2

: CIF, TCPY, ACPP and other Information for the year 2003-2007…..41

Table 5.3

: Number of National and International Awards Won in 2007…..42

Table 7.1

: Characteristics of 1st Class Human Capital…..52

Table 7.2

: Number of Staff in Different Categories, Posts and Service Schemes in 2007…..55

Table 7.3

: Number of Active Students in UniMAP at Diferent Levels of Studies in 2007…..56

List of Figures Figure 1.1 Figure 7.1

: Milestone of Achivements of UniMAP........4 : The Characteristics of Human Capital Based on Class Differentiation…..51

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Mission To Produce Holistic Human Capital that Contributes to the National Agenda and also that Promotes Competitiveness in the National Industries.

Vission To Establish an Internationally Competitive Academic and Research Institution

Core Value KNOWLEDGE ● SINCERITY ● EXCELLENCE

Objectives and Philosophy The engineering programs of Universiti Malaysia Perlis aim to produce engineering graduates in many strategic disciplines. Through this orientation, the graduates are expected to be innovative in applying their problem-solving skills. The engineering programs in the university emphasize on “lab intensive” approach. The courses offered mostly combine the elements of practical and the elements of theory the way industries prefer. Students here are taught management, accounting, entrepreneurial skills, communication, co-curriculum and moral values. The purpose is to produce engineers who are top-notched in their engineering discipline as well as engineers who can be independent and possess commendable personality.

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UniMAP Anthem

WAWASANKU

Universiti Malaysia Perlis Alam Kejuruteraan Ilmu, keikhlasan, kecemerlangan Wawasan jiwa kita

Berdikari, rohaniah, berteknologi Pemimpin berbestari Untuk bangsa, insan dan Umat dunia Negara yang tercinta

Universiti Malaysia Perlis Alam Kejuruteraan Ilmu, keikhlasan, kecemerlangan Wawasan jiwa kita

Ciptaan: Fauzi Marzuki Lirik: Ismail Abdullah

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VICE CHANCELLOR’S MESSAGE

‫ﻢﻼﺴﻠﺍ ﻡﻜﻴﻠﻋ ﻪﺘﺎﻜﺮﺒﻮﷲﺍﺔﻤﺤﺭﻮ‬ I‟m very grateful to Almighty Allah whose blessings made it possible for this book Strategic Plan 2008-2010 be produced. To manage a billion-dollar institution is not easy but definitely not impossible. It is easy because it has hundreds of staff who are dedicated, sincere and, above all, responsible. UniMAP inculcates several values among its staff. Some of them are the sharing of ideas, having freedom of thought, being accountable, being proactive and having the pride to serve the institution. UniMAP is also sensitive to the need and wellbeing of the students and staff. It is the culture of UniMAP. It appears that the path to glory is at a distance and it is becoming more challenging. We need to think big to proceed besides having a strong desire to compete in ourselves. By 2015, UniMAP hopes to be among the best universities in the country. And by 2020 UniMAP hopes to be among the top 500 universities in the world. To achieve this, UniMAP needs absolute and total commitment from each and every member of its staff. UniMAP can achieve this dream of becoming a top university in the world provided it has: firstly, everyone in UniMAP practices what is required to be of 1st class mind; and secondly, every unit, department and school must shoulder duties with responsibilities through discussion (Musyawarah), it is crucial to believe in team participation rather than individual efforts; thirdly, UniMAP must be managed constructively, dynamically, and progressively by any management system that has been proven successful. I agree that there are numerous other factors that contribute to the institution being excellent, but I feel that the above 3 are primary and they ought to be the working culture of UniMAP. I‟ve requested the Corporate Development Unit (UNIPEK) to document the above thoughts. The aim is that everyone - from the top-management personnel to office helpers - has excess to these thoughts. Thus, he or she could rekindle the spirit and desire to work hard. Today, each of us work towards achieving personal objective. iv

After this, we like to see that this personal achievement becomes an integral part of the aims of the Units, Departments, Schools, and finally the University itself. In this way, we hope that the individual member of UniMAP that has achieved his or her target would feel that he or she has contributed meaningfully towards the well-being of the University. The opposite is also true. The process of documenting this idea does not come from one or two thoughts or feelings. In fact, it comes from a multitude of thoughts contributed by the entire spectrum of UniMAP from the top management team to the bottom helpers. It was achieved through many workshop-hours; it actually started since UniMAP was founded. I hope that this document is not regarded as a set of instructions or decisions that come from the top management team downwards. If so, then its acceptance would be difficult, and should this happen then we‟ve wasted a lot of time and efforts through numerous workshop-sessions. This document is actually a policy of UniMAP that we develop together to equip ourselves to face the many challenges found within the education industry. At the very least, it is a policy of UniMAP for the next 3 years. It is then pertinent that every member of UniMAP understands and digests every information found in this policy. We would like to expect that every form of activity, let it be that of individual, departmental, school, and even the university, works and contributes towards the same direction and goals stipulated earlier. The direction stipulated in this document contains a number of thoughts which are proactive. In many aspects, we have started to think OUT-OF THE-BOX. In the next 3 years, we do not want to be known solely as an engineering university. We want to spread our wings into the discipline of agro-industry. We have the desire to produce competent entrepreneurs and techno-entrepreneurs. Our identity in our niche area of electonics will be maintained and developed. However, we also will assign a high value to the discipline of agro-industry. We do so not because we‟re reactive to the needs of the Northern Corridor Economic Region (NCER). We do so because we are proactive as the idea of developing the agro-industry was agreed on even before it became a goverment policy. I believe we‟re on the right track. Alhamdullillah.

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We do not produce entrepreneurs and techno-enterpreneurs because of a directive from the goverment. We do so because we believe that the existing paradigm must change so that we can be competitive in the everchanging world of economy. We not only have to compete among ourselves but we must be prepared to face the challenges from the economic giants of the world like China and India. To achive this, we need new ways, new processes and new techniques. In the past, we only encouraged the population to be involved in business. Today we feel that any businessman who does not possess the soul and will of being an entrepreneur would not survive against the economic dragons found in the market. Businessmen of tomorrow must be innovative and able to produce new ideas and processes. They must be mentally strong and their “ideas” must be well ahead of others regardless of where they come from within the country or out side. It is essential that we produce entrepreneurs who could generate their own BLUE OCEAN than those who are still labouring in the highly competitive RED OCEAN that demands blood, tears and sweat from its participants. This is one of the shifts that we need to activate in order to become an internationally highly-competitive academic and research institiution as refered to in the vision of UniMAP. In the future, I‟m requesting that all staff of UniMAP to think more innovatively and more out-of-the box so that we can generate new and fresh ideas. This is to ensure that UniMAP is still relevant in future. We cannot rely on good reactive thinking. We need to be proactive and progressive. We need to be out of the influence of conventional thinking that only provides “make-overs” to old ideas that result in minimal returns. This strategic plan of 2008-2010 is actually a beginning to a new era for UniMAP. It provides the ground work for more to come in 2010-2020 plan. I sincerely hope that everyone in UniMAP would be ready with new ideas, new commitments, and new iniatiatives so that together we put UniMAP on the world map. At this juncture, I would like to express my appreciation and to say “thank you” to Professor Dr. Ali Yeon Md. Shakaff (Deputy Vice Vhancellor Academic and International), Professor Dr. Zul Azhar Zahid Jamal (Deputy Vice Chancsellor Research and Innovation) A.P. Dr. Zuraidah Mohd. Zain, A.P. IR Mohabattul S NS Bukhari, and vi

A.P. Dr. Mahmad Nor Jaafar for their constructive comments; administrative staff that provides info and data; Mr. Zulhillizan othman, cik Noor Asliza Abdul Rahim, and Cik Siti Farah Syazana Mohamed Yusoff who did the editing and aided in the publising of this document. May Allah always be with us and bless us as we undertake these responsibilities given to us. Thank You.

‫ﻢﻼﺴﻠﺍﻮ ﻡﻜﻴﻠﻋ ﻪﺘﺎﻜﺮﺒﻮﷲﺍﺔﻤﺤﺭﻮ‬ BRIGADIER GENERAL PROFESOR DATO’ DR. KAMARUDIN HUSSIN Vice Chancellor

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Chapter 1 INTRODUCTION

1.01

Strategic Planning means making sensible analysis of the institution‟s vision, mission, and objectives. It must take into account the internal environment of the institution (its strengths and weaknesses) as well as its external environment (opportunities and threats). Armed with these, the top policy makers can make decisions on what approach to employ, and what tactics and techniques to use in order to be competitive. Decisions arrived at must be complemented immediately by relevant actions. Otherwise, they are meaningless.

1.02

This document is the official strategic Planning of UniMAP for the year 20082010. The contents of this document must act as a base from which everyone in UniMAP sets his or her target as an individual, a unit, a department or as a school for the time frame of 2008-2010.

1.03

The UniMAP Strategic Planning 2008-2010 contains 10 chapters: (i) (ii) (iii) (vi)

Introduction The Current National Objectives: Analysis of External Envionment 7 core strategies of UniMAP (& Chapters) Close

This document does not include the Action Plans as that will be in a separate document. Strategic Management of UniMAP 1.04

Since its official beginning – February 16, 2002 – UniMAP has organized many workshops focussing on strategic planning and main Performance Indicator (KPI). In 2004, UniMAP produced a document called Strategic Plan for 20042006. In February 2006, UniMAP organized a muhasabah workshop focussing on identifying its strengths and weaknesses as an institute of Higher Learning.

1.05

In October 2006, 2 KPI workshops were held. In these workshops, UniMAP decided on a new mission and vision in conjunction with a new “branding” of the University College to a technical University. The new mission and vision of UniMAP are as follows. Mission To produce holistic Human Capital that Contributes to the National Agenda and also that promotes competitiveness in National Industries.

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Vision To establish an internationally competitive Academic and Research Institution. 1.06

Series of Strategic Planning meetings using the system of The Balanced Scorecard (BSC) were held by the units and departments. In February 2007, a strategic planning workshop was held. This time it involved top-management personnel, deans, departmental heads, and other officers. In this workshop, 126 Performance Indicators (KPI) were identified. In another workshop, it identified the direction that UniMAP would embark.

1.07

In early 2008, one more workshop was held and in this workshop 17 more UniMAP KPIs were identified for 2008-2010. In order to realize the concept of buy-in in strategic Planning and KPI at Unit, department and University levels, the entire workforce is involved in the decision making through BSC and KPI workshops. The work-target (SKT) of everyone in the University will be mapped with the KPI of the University and eventually to that of the national strategic plan of Higher Institution (PSPTN) which was officially launched on August 27, 2007.

Action and Target Setting Phase 1.08

The Academic Reputation Survey (Ares) done in November last categorized UniMAP as a 3 star university – a standard shared by 10 other universities. In the future, UniMAP plans to better its rating and ranking. It plans to achieve this through 4 phases of actions and strategies which would become UniMAP‟s milestone of its achievement. The 4 phases of action plans are: (a)

Phase1: Setting of the Direction of the University (2008-2010) Since UniMAP is relatively very young, it is pertinent that in its long-term planning it would organize all activities to be in line with the requirements found in the National Strategic Plan of Higher Education (PSPTN). In this phase, UniMAP targets to be among the top of the group of universities considered as “satisfactory”.

(b)

Phase 2: Stabilizing and Strenghening (2011-2015) In this phase, it is expected that UniMAP to be standing on a strong foundation or base. This enviornment then would produce a more matured workforce to compete with other universities. By 2015, the target is to get UniMAP to be categoreized within the group of “Good” universities.

(c)

Phase 3: Achieving the status of an excellent and, competitive university (2016-2020)

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In this phase, UniMAP will maintain the status of being the best among the universities (IPTA) ranked as “good”. By 2020 UniMAP targets to be a competitive and focussed university that is ranked as “excellent”. (d)

Phase 4: achieving the status of a globally competitive university (Beyond 2020) Beyond 2020, UniMAP will be driven to compete globally. In this phase, UniMAP targets to be among the top 500 Universities in the world.

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Figure 1.1: Milestone of achievements of UniMAP

Phase 4: Top 500 Universities in the World

Beyond 2020

rd

3 Phase: An Excellent University

By 2020

nd

2 Phase: Top University Among the Group of “Good” Universities

By 2015

st

1 Phase: Top University Among the Group of “Satisfactory” Universities

By 2010

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7 Core Strategies of UniMAP 1.09

UniMAP stresses on 7 core strategies for the year 2008-2010. Core Strategy 1: Setting the Direction of Academic Programs Core Strategy 2: Upgrading the Practical Oriented Curricullum Core Strategy 3: Enhancing Research and Innovation Core Strategy 4: Promoting Internationalization Core Strategy 5: Developing Human Capital and Enhancing the Concept of Distributed Campus Core Strategy 6: Contributing towards Local Agro-Industry Core Strategy 7: Enhancing Administration and Delivery System and Generating Source of Income.

The Objectives of Strategic Plan of 2008-2010 1.10

The objectives of writing this document are: (a)

(b) (c)

to record the weaknesses of the Universitiy‟s management and administrative systems as perceived by the staff. These observations are then used to improve the system, to record the current national objectives that relates to the system of Higher Learning and UniMAP as a university, and to inform and clarify to every member of UniMAP workforce the 7 core strategies for 2008-2010.

1.11

To satisfy the requirement of the Ministry of Higher Learning of Malaysia that expects every university to document the direction in which the University chooses for 2008-2010. Chapter 3 and Chapter 9 of this document explain the direction UniMAP chooses for 2008-2010.

1.12

With the publication of this document, UniMAP hopes that: (a) (b) (c)

1.13

every member of the staff in UniMAP concentrates on the requirements of KPI that the university hopes to achieve yearly. every unit, department, school prepares action plan appropriate to the corporate KPI every member of UniMAP understands work proceses that could improve the university. In this way the university could be driven more efficiently and effectively to face the future requirements.

The following references are made in the making of this document: (i) Industrial Master Plan (IMP1) (ii) 3rd Long-term Plan (RRJP3) (2001-2010) (iii) 9th Malaysia Plan (RMK9) (2006-2010) 5

(iv) (v) (vi) (vii)

Northen Corridor Economic Region Action Plan (NCER) Strategic Plan of National Higher Action Plan (PSPTN) Action Plan of National Higher Learning (PTPT) (2007-2010) National Intergrity Plan (PIN), Higher Education

Close 1.14

As a dynamic organization, it is hoped that this document can serve as a primary source in preparing for the long term plan of UniMAP (2011-2020).

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Chapter 2 THE CURRENT NATIONAL OBJECTIVES: BASIC ANALYSIS OF EXTERNAL ENVIRONMENT Introduction 2.01

Since it begining, February 16, 2002, UniMAP has faced many organizational environments that were perpetually changing. On February, 17th to 19th, UniMAP held a “Muhasabah” workshop in order to find out the strenghts and weaknesses of UniMAP as an Institute of Higher Learning. 213 weaknesses were recorded. The information was then used to design the management and administrative systems of UniMAP which would be instrumental towards the future well-being of the institution.

2.02

UniMAP faces a number of changes externally: Political, economic, social, technological, and management. The changes are the results of changes that take place within the country and beyond. Within these complexities, UniMAP chooses its objectives that are relevant to UniMAP being an IPTA. Thus, references are made from: Industrial Master Plan, 3rd Long Term Plan (RRJP3) 2001-2010, the 9th Malaysia Plan (RMK9), Action Plan of Northern Corridor Economic Region (NCER) and the current National Strategic Plan for Higher Learning (PSPTN).

2.03

This chapter reterate the objectives, strategies, resolutions and action plans found in the original documents. This is done with the purpose of providing the reader with a quick reference should the need arises. This will also aid in formatting the Strategic Plan of UniMAP.

The Philosophy of the National Higher Learning 2.04

The transfomation of the National Higher Education is infact a continuation of the National Education Philosophy as stated in the Education Act of 1996. It aims at producing individuals (human capital) who are well-balanced, knowledgable and possess good moral value. The National Education Philosophy below then becomes the base of the National Philosophy of Higher Learning: “Education in Malaysia is a continuous effort to develop the potentials found in individuals in order to produce well-balanced individuals who are superior in mind, body and soul through the belief of GOD. It aims to produce Malaysians who are knowledgable, having good moral values, responsible and having a strong desire to contribute to the well-being of the family, society and finally the nation.”

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Changes in the National Policies 2.05

Industrial Master Plan (IMP1) The 1st Industrial Master Plan (IMP1) (1986-1995) provides the basis for the manufacturing sector as the primary source of the national economy. The 2nd Industial Master Plan (IMP2) (1996-2005) concentrates on strengthening these industries, encouraging value-added policies and improving productivity. The 3rd Industrial master Plan (IMP3) (2006-2020) emphasises on global competitiveness through innovations and transformations of the service and manufacturing sectors. To achieve this, IMP3 stresses on improving technology, attracting quality investments, producing human capital who are innovative and creative, and locating Malaysian Industries in the local and global chains and networks.

2.06

The 3rd Long Term Plan (RRJP3) (2001-2010) To support IMP through (RRJP3), the goverment recognises the necessity of having a skillful workforce and assistant engineers who are skillful, innovative and creative. The goverment suggests that the institutes of higher learning involving in technical matters use new approaches by integrating engineering programs with technical programs. In this way, it is hoped that we can produce “techno-engineers” that are highly sought for by industries. RRJP3 concludes that by 2010, the nations needs 137,000 engineers and 331,700 assistant engineers.

2.07

The 9th Malaysia Plan (RMK9) (2006-2010) RMK9, introduced by YAB Prime Minister of Malaysia on March 31,2006, outlines 5 main cores of the National Mission 2006-2020. In the process of producing world class human capital, we cannot ignore the National Education System. Below are some of the targets of the National Higher Education System. i. To generate new wealth in technologically intensive, knowledge based sectors like that of ICT, biotechnology and those from the service sector. ii. To inculcate among the workforce the desire of wanting to be excellent, both in public and private sectors. iii. To make Islam Hadhari as the frame work of development as a whole. iv. To produce universities of international exceptance and to ensure that tertiary institutions cater for the needs of industries. Collaboration between industries and institutes of Higher Learning (IPT) must be enhanced so that they are more sensitive to the labor market. v. To have more training facilities for the labour workforce. vi. To develop suitable environment so that top quality R&D can produce results that can be commercialized.

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vii. To seriously activate programs that encourage strong moral building as described in the National Intregrity Plan (PIN). viii. To encourage our youths to participate in national development programs. ix. To narrow down the digital gap x. To produce a new generation of competitive Bumiputra entrepreneurs. xi. To improve the public delivery system by improving the administrative and accessment machineries. xii. To raise the efficiency of managing public money by practicing prudent spending and improving its monitorng procedure. xiii. To enchance corporate administrative system by strenghening its legal structure and monitoring procedures.

2.08

RMK-9 has the following targets in its sight in 2010-2020: i. At the minimum, 2 universities achieve international recognition. ii. By 2010, 60% of the academic staff of Public Universities possess PhD. iii. The ratio of GERD (Expenditure for R&D) to KDNK would be doubled. (GERD for 2005 = 0.9%) iv. the number of research personnel is 65 persons per 10,000 labour work – force (number of researchers in 2005 is 25) v. the number of researchers, scientists and engineers (RSE) is 50 RSE per 10,000 labour work-force by 2010. vi. The number of patents and R&D which have commercial value will be improved every rapidly (37 patents in 2005)

2.09

NCER was launched by YAB Prime Minister on July 30, 2007. CER Action Structure stipulates: i. Invesments are focussed on projects that develop human capital, infrastructure, innovation and competitiveness of participatants ii. The primary aim of the Northern Corridor is to improve and expand the agricultural, manufacturing, tourism, and logistical sectors of the states in north Malaysia. iii. The Northern Corridor is expected to create 500,000 Jobs by 2012 and 1 million jobs by 2018. iv. It increase the exports of agricultural products to RM48 billion by 2012. v. It doubles the production of padi from 4 tons per hectare to 8 tons per hectare. vi. It plans to set up Sime Darby R&D centre that eventually will produce “perlis seeds”.

2.10

On August 27, 2007, YAB the Prime Minister launched PSPTN whose theme was Beyond 2020. He also launched the Action Plan of National Higher Learning 2007-2010 with the theme: Initiating Transformation of Higher Learning. PSPTN outlines 7 core strategies: It (1) expands its excess and improves its equity, (2) 9

improves the quality of teaching and learning, (3) strengthens Research and Innovations, (4) Strengthens Institutes of Higher Learning, (5) activates internationalization (6) promotes the concept of life-long learning, (7) strengthens the KPI delivery procedure: The Strategic Action Plan is divided into 4 phases. Phase 1 : Laying the basic ground work (2007-2010) Phase 2 : Enhancing and strengthening processes and procedures (201-2015) Phase 3 : Working towards being excellent (2016-2020) Phase 4 : Maintaining the glory Among the outcomes and targets set by the Strategic Plan are: (a)

Expanding its Excess and Improving its Equity i. By 2010, increase the number of students‟ cohorts of 17-23 years old at tertiary level by 40% (2007, 36%) and 27% of the workforce have tertiary qualification (2005, 20%) ii. By 2010, 50% of the students‟ cohorts of 17-23 years old will receive tertiary education and 33% of the work-force will have tertiary qualifications. iii. By 2020, 50% of the students‟ cohorts of 17-23 years old will receive tertiary education and 33% of the work-force will have tertiary qualifications.

(b)

Improving the Quality of Teaching, Learning and Academia i. Malaysian graduates satisfy 8 criteria stipulated by the Malaysian Qualification Framework (MQF). The criteria are: (1) having knowledge and able to practice it. (2) having practical and psychomotor skills. (3) having cognitive and scientific skills in solving problems and being able to make decisions autonomously and ethically (4) having a communicative skills in Bahasa Malaysia and one other global language and being able to lead and work in teams. (5) having the skills of using technology and being able to organize information (6) having the desire to participate in life-long learning. (7) having a personality that is both professional as well as ethical. (8) having social responsibility and accountability whenever dealing with the society. ii. Students can think critically, communicate effectively ini Bahasa Melayu and English. Students also have a strong knowledge of ICT. iii. Encouraging active use of English in teaching and learning of science, mathematics and technical knowledge. 10

iv. Having intensive English courses before beginning of an academic course and continuing it as a subject from semester 1 till the students graduate. v. Intensifying the use of ICT for all courses in HEI including distant learning, e-learning and it is also used to produce coursewares and online accessments. vi. Enhancing the use of outcome-based assessment in evaluating the performance of students. vii. Providing the mechanism of recognition to HEI according to criertia agreed upon earlier. viii. Strengthning the concept of innovative, relevant and dynamic teaching so as to produce students that are marketable. ix. Using other learning approaches such as problem-based learning, case study, and team-based learning in order to improve interactions, thinking and info-management skills of students. These will help the students in their writing and presentations. x. Providing a minimum of 6 months of practical training for students in critical areas. This is important as it exposes the students to the real ambience of the workplace. xi. Providing value-added programs to the existing training programs for students, such as providing professional certificates for those who take information technology and communication, computer programming and account. This will further enhance the marketability of the graduates. xii. Encouraging HEI to provide the students with the 3rd language, such as Mandarin, Arabic, Japanese, French or Spanish. xiii. Encouraging the practice of life-long learning as this will aid the development of human capital. xiv. Having a more structured industrial training programs xv. Making sure that all lecturers have a high degree of professionalism and very knowledgable in their own desciplines. They also are expected to be able to deliver their material effectively. xvi. Producing graduates according to the dictates of the market. xvii. Producing graduates who can become enterpreneures and can create jobs. xviii. Having 10,000 international graduates by the time of RMK10. xix. By the time of RMK10, at least 2 HEI would be among the top 100 universities in the world. 3 HEI by the time of RMK11, and 2 IPT would be among the top 50 universities in the world by the time of beyond 2020. xx. Academicians will get continuous coverage in journals of international ranking. xxi. Possessing the best faculty in teaching and research which are capable of producing new ideas and knowledge as well as products that are valuable to HEI. In this way, the HEI can be the hub of excellence recognized internationally. xxii. Having the following distribution of PhD, 21,000 PhD by 2010, 11

35,000 PhD by 2015, 50,000 PhD by 2020, 100,000 PhD by 2020. (60% in science, technology and medicine, 20% in social sciences and applied arts and 20% as professionals). (c)

Research and Development i. The nation will have 50 researchers, scientists, and engineers (RSE) for every 10,000 work-force by 2010, 70 RSE by 2015, and 100 RSE by 2020. ii. Producing intellectual properties and innovations that can accelerate this nation to a higher level of recognition. iii. Commercializing 5% of research products by 2010, 8% by 2015, and 10% by 2020. iv. Having 5 centres of Excellence of world standard for its R&D by 2010, 10 centres by 2015, and 20 centres by 2020. v. Producing a common evaluating system to evaluate institutions. vi. Increasing the number of permanent posts for research personnel and assistant researchers in PHEI. In so doing, the number of full time researchers will increase. Any research done must incorporate research assistants selected from post-graduate students. vii. Maintaining top quality researchers by providing them with recognition, help, incentives, and motivations. HEI would allow the researchers to collectively share the intellectual properties not only in ownership but in royalties churned by the research products. viii. Keeping top quality researchers in centers of excellence. ix. Strenghtening of these research centres of excellence in HEI in special research areas such as biotechnology nano technology, automotive, information technology, communication, manufacturing and space technology. x. Providing incentives so as to attract foreign experts to do research in HEI by providing an attractive package in the contract for service. xi. Having special programs at degree level whereby a degree can be obtained through research and thus this would encourage the students to participate in research at an early phase of their tertiary education. xii. Making it possible for students to do their industrial training in recognized international firms or factories overseas. This exposes the students to some experiences besides they could earn their credit hours. xiii. Improving the process of commercialization of research products and establising a network with international agencies. xiv. Registering all intellectual properties of HEI and encouraging researchers to be their own solicitors of their intellectual properties through relevant training programs. xv. Helping researchers to publish their findings in high-impact journals. xvi. Promoting selected local journals to be at par with that of international journals.

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xvii. Establising a virtual centre of excellence (VCE) that could connect to all Centers of Academic Excellence via ICT. In this way, expertise can be shared and tapped. xviii. Organizing programs that promotes creativity among students as this would lead the students to be innovative. xix. Intergrating the research at IPT with that of other research institutions within the country or without. In this way technology and expertise can be exported. (d)

Leadership and Administration i. UniMAP is a focussed University. The ratio of undergraduates to postgraduates is 70:30. UniMAP gives special attention to “Hands on “ programs. ii. PHEI is permitted to set up business to sell its research products. This is in line with the goverment‟s policy to make universities to generate their own finance. iii. The goverment plans to upgrade the quality of its lecturers. Therefore, by 2010, it is expected that 60% of lecturers in HEI have PhD qualification. iv. Linkage between technologically focussed PHEI and that of polytechnics must be encouraged as polytechnics act as feeders to PHEI. The university needs to do away with shortcomings caused by bureaucracy. It too must re-evaluate some of its procedures as many are no longer relevant. These may affect performance. v. The delivery system of PHEI that involves admission of new students and employing of new lecturers as well as introducing new programs must be based on tranparency, accountability, and integrity. vi. The efficiency of the delivery system is very important as to minimize waste. PHEI must also practice prudent spending. vii. Innovation and crativity in the delivary system are important as they reflect the image and performance of PHEI. viii. It is improtant that the university, which was formerly a university college, maintains its original concept especialy the size of its enrolment and the objective in producing graduates through the process of “Hand-on” experience. ix. The University Accountability Board of Directors (LPU) is responsible in matters of policies and performance monitoring. This body needs to be upgraded to ensure that whatever policy that the PHEI embarks on is in line with the National objectives. x. Through the supervision of LPU, PHEI should closely abide to the given rules in the aspect of leadership, expenditure, and objective setting. xi. The quality of HEI leadership is kept high through the continuous assessment of the leader. The yardstick used is that of international standard and supported by the information from the Key Performance Indicator (KPI) which is done annually. 13

xii. Leaders in HEI are given opportunities to attend profesional leadership trainings. xiii. Academicians and non-academicians need to upgrade their professional skills. xiv. The university must ensure that resources are effectively utilized through a delivery mechanism that is based on performance and results. Universities that are given autonomy will make their own decision on this aspect. xv. The university must have guidelines for commercial entities such as research products. These guidelines must be transparent and accountable. xvi. The polytechnics and university colleges must cooperate and must be closely linked for this can be the alternative route for students taking technical subjects at certificate and diploma levels to enter universities. xvii. The university will attempt to have many sources of getting finance including that from its alumni and endowment chair as practiced by many international universities. It is expected that ini 2007-2010, the university will generate 15% of its management expenditure, 20% (2011-2015) by 2020, 25% of its management expenditure and 5% of its development expenditure. xviii. The university plans to further improve the Academic Training Scheme and the Bumiputra Academic Training scheme for its lectures so as to increase the number of Ph.D lecturers. xix. The university will continuously enhance the teaching and learning programs so as the quality of the academic staff remains goods. The non-academic staff will undergo further training in their related area. xx. The university encourages the “lecturer-attachment to industries” programs as they‟ll make the lecturers more competent. Through this program, professionals from industries will be invited to lecture in the university. To run this program effectively, the office of IPT-Industry Relation Officer must be further enhanced. xxi. The university will award the title of Professorship to those we are academically qualified (publications in high impact journals, international journals, citations, team writing with overseas colleagues) as compared to only job performances. xxii. The university will organize specialized programs for those running critical courses. xxiii. The university will ensure that the working environment is condusive enough to encourage productivity and learning. This is done by having proper infrastructure, efficient technical and ICT support. xxiv. The university will be more sensitive to designs and structers of its buildings. They must be functional so as to save cost and maintenance.

14

(e)

Internationalization i. The university must make sure that all MoU signed must be active and beneficial to PHEI. If needed, all non-active MoUs must be terminated. ii. The University can employ lecturers from overseas on the basis of contract of service, whereby their salaries need not follow that of local requirements. iii. The university encourages twinning programs with other international universities. It is then possible for graduates to have 2 degrees at the same time. Other than this, students who excell will have 1 semester attachment program with overseas PHEI. This gives invaluable experience to the participants. HEI must find ways to share teaching, learning, research and expertise. iv. The university will promote collaboration with multinationals at international level. This is done by introducing fellowships/prestigious chairs especially in the area of medicine and engineering. v. The university will make efforts to expand its Academic Database Directory. This not only stores academic data but also help in propagating information about Malaysian graduates. vi. The university will offer PhD to overseas candidates thorugh the split degree research-based programs. vii. The university will have special allocation to finance staff and students exchange programs. The participants would be selected based on performance and KPI. viii. The university will increase the number of scholarships that would attract excellent, international studets to study in Malaysia. This scheme will also be open to excellent local students to study in well-established universities in the world. The scholarship is only for the duration of 1 semester. This scheme will indirectly provide invaluable experience to our students. ix. The university will introduce a curricullum which is global in nature. It offers courses in : international languages; learning by discovery; and comparative studies. x. The university will organize and manage forums and seminars of international recognition. xi. The university will increase the number of foreign students in HEI thorugh several stages. xii. The university will improve its marketing program overseas either through single country participation or through participation in seminars and expos. The info in the KPT and HEI websites will also be used. xiii. The university will provide facilities for accomodation and social activities besides safety. This can attract a good number of foreign students. The university will provide 5% for special competitve courses for these excellent foreign students (they pay full fees).

15

xiv. The university will provide opportunities for the staff to obtain international exposure. This will aid the staff when dealing with international students. xv. The university will strengthen its International Student Affair Department. (f)

Life-long Learning (PSH) i. The Phoenix University has 300,000 students and 126 programs to choose from. It produces degrees and PhDs. Out of the total, only 27% get their education as full-time students. The rest do through e-learning. Open University of United Kingdom has a number of learning options. They include distant learning using Audio-Video, internet and even television. Indra Ghandi Open University has 1.5 million students. Out of which 540,000 are post graduate students from India oand 35 other countries. This university uses ICT technology widely. ii. The university will develop and expand the life –long learning program (PSH) through curricullum development, appropriate course contents and e-learning facility. iii. The university will provide a procedure which links qualification of candidates to the mechanism of recognition of prior learning through MQF. Work experience and voluntary activities of the candidates would be given credits and considered as part of the entry qualification. iv. The State and Local Authorities are made to benefit from the presence of polytechnics, community colleges, and other training institutions. These institutes will run PSH programs for the locals. v. By having a flexible entry qualification, it will increase the enrolment of these PHS students to 10% in diploma and degree levels. vi. The cources offered would be modular in design to suit the time contraint of candidates. This credits collected through this modular system will be used to further another module and so on leading to certificate, deploma and degree levels. vii. The university will provide easy excess to information about PHS programs (like PSH Kiosks).

(g)

Delivery System i. The university will form KPT Audit Commitee to evaluate and monitor the delivery system of PHEI by using the Primary Performance Indicator (KPI) ii. The university will get KPT authority as the need arises. iii. The university is encouraged to generate its own income through its education programs, research, commercialization, and consultations. iv. The application of ICT will be upgraded to include e-entry, Academic Directory, and the system that handles questions and complaints.

16

v. The students‟ monitoring system will be further enhanced. It can be used to check the compatibility of students with the job market. It is also used as a source of “career” information centre. vi. The KPI and suitable targets will be fixed for all those involved in implementing KPI. vii. The university will improve its systems of data collection, storage and analysis for all information pertaining to every aspect of higher learning. viii. In line with the goverment‟s requirement, the university will create training facilities for every citizen to undergro. The duration of the training would be at least 7 days in a year 1% emolument is set aside for this purporse. 2.11

Other guidelines Other than changes or expansion of National policies, other indicators such as from Times Higher Education Supplement (THES), “Sistem Penerapan dan Penyetaraan”, Academic Reputation Survey of Public Universities Malaysia (ARES), including other relevant indicators, are used in the process of developing the Key Performance Indicator (KPI) of UniMAP.

Close 2.12

As a source for quick reference, this document does not include all national policies. Infomation found in this document is only taken if it is thought to be relevant to UniMAP as one of the Institutions of Higher Learning. If details are needed, it is necessary to refer to the original policies. However, for the future plans, UniMAP must take into account these policies as well as other relevant policies. This is necessary because it will be easier to analyse external factors which could influence the university. This in turn will help the University to make a better decision of its future direction.

17

Chapter 3 CORE STRATEGY : ENHANCING THE ACADEMIC OBJECTIVES Introduction 3.01

UniMAP 1st enrolment of 119 students was on June 20, 2002. These students were enrolled in the school of Microelectronic Engineering and the school of Computer Engineering at the degree level. In 2003, 4 more schools were set up and they offered 8 new programs. In 2005, 2 new degree programs were offered besides 12 masters degree programs in science and Ph.D. In 2006, 2 more new schools were set up introducing 3 new programs. At the same time the university also offered 6 diploma programs in Engineering

3.02. Since it was set up, UniMAP has made electronics as its niche area. In other words, although UniMAP has many other engineering programs, these new programs must focus on the elements of electronics found in each area of engineering. 3.03

The ultimate aim of UniMAP is to produce engineering graduates who have inner strength to think creatively and innovatively. The approach of teaching is that of lab-intensive approach which marries the theory and the practical skills of the students. The students are also exposed to other human skills (communication, critical thinking, teamwork, life-long study, entrepreneurship, leadership, ethics and moral). It is hoped that with these students can be engineers that are ourstanding in many aspects that industries are looking for.

3.04

UniMAP‟s Program of Educational Objectives (PEO) are as follows :(a)

to produce holistic engineers who are competent in theory and practical

(b)

to provide the man-power to satisfy the market need for engineers.

(c)

to contribute the strategic need of engineers as stipulated by the National Industrial Plan (IMP)

3.05

Since UniMAP was founded, it has set up many academic centres that enhance the skills of students, stregthen the concept of practical-oriented strategy and promote collaborations with industries. One of the academic centres set up is the School of Communication and Entrepreneurship (PKKK) which offers cocurricullum and mathematics to students. The other Engineering schools offer courses that emphasize on practical aspects. Teaching Factory provides the use of machines (hands-on concept) and Centre Industrial Collaboration (CIC) provides students with trainings through programs like Industrial Exposure (Ind Ex), Industrial training (In Tra), Academic lectures (In TeLect) and Industrial Entrepreneur Program (Ind Ent)

3.06

UniMAP introduces a special program and the 7 pillars concept. This program will raise the students‟ competence by enhancing students‟ skills, confidence, 18

and overall personality. Several programs are associated in this program. They are : programs that deal with confidence development and patriotism, society and community, leadership, communication, and social ethics. 3.07

Until July, 2006, 2 degree programs have received full accreditation from Engineering Accreditiation Council (EAC)

3.08

The number of students enrolled at the end of 2006 was : 294 Diploma (1st intake), 2,906 1st Degree, 48 Masters, and 30 Ph.D.

3.09

So far, UniMAP has done 2 convocation ceremonies for its graduating students. During the 1st graduation ceremony, on July 22,2006, 111 graduates received their scrolls (107 1st degree, 4 masters degree). 46 graduates obtained PNGK of 3.00 and above. 83 graduates (78%) received employments within the 1 st 6 months after graduation.

Current Status 3.10. The number of students who are active in 2007 was 256 (current total is 525) at diploma level; 1134 (current total is 3115) and 1 st degree level ; 65 (current total is 113) at Masters level ; and 14 (current total is 44) at Ph.D level. (Refer to Table 3.1.) Table 3.1: Number of Intakes and Total Number of Students Actively Enrolled in Various School in 2007 LEVEL OF STUDIES

2007 INTAKE

TOTAL

(%)

Diploma

256

525

13.83

1 Degree

1,134

3,115

82.03

Masters

65

113

2.98

Doctorate (PhD)

14

44

1.16

Total

1,469

3,797

100

st

Source : Students’ Intake and Record Unit. Office Registrar UniMAP.

3.11. At the moment, UniMAP has 8 schools offering 6 programs in Diploma of Engineering producing Assistant Engineers. 16 1 st degree in Engineering, 12 Masters Programs in Masters of Science (MSc) and PhD in various fields of Engineering. (Refers to Table 3.2)

19

Table 3.2: Schools and Programs Offered in 2007 Academic Programs Schools

Microelectronics

Computer & Communications

Diploma

Microelectronic Engineering

Computer Engineering

Degree Courses in Engineering (with honours) Microelectronic Engineering Electronic Engineering Computer Engineering Communications Engineering Mechatronic Engineering

Mechatronics

Electrical System

Mechanical Engineering Electronic and BioMedical Engineering

Mechatronic Engineering

Electrical System Engineering

Electrical Engineering

Industrial Electronic Engineering Manufacturing Engineering

Manufacturing

Manufacturing Engineering

Product Design Engineering

Post Courses

Degree

M.Sc. (Electronic Engineering) Ph.D M.Sc. (Computer Engineering) M.Sc. (Communications Engineering)Ph.d M.Sc. (Mechatronic Engineering) M.Sc. (Mechanical Engineering) M.Sc (Electronic and Bio-Medical Engineering) Ph.D M.Sc. (Electrical System Engineering) Ph.D M.Sc. (Manufacturing Engineering) M.Sc (Product Design Engineering) Ph.D

Material

Metallurgical Engineering

Material Engineering Metallurgical Engineering Polymer Engineering

M.Sc.( Material Engineering) Ph.D

Bioprocess

-

Bioprocess Engineering

M.Sc. (Bioprocess Engineering) Ph.D

Environment

-

Environmental Engineering

M.Sc. (Environmental Engineering) Ph.D

Source: Academic Management International) Chancellery UniMAP

Section.

Office

of

Deputy

Vice-Chancellor

(Academic

and

20

3.12

Early 2007, UniMAP has set up an Institute of Engineering Mathematics (IMK) sharing the status of centre of excellence. This institute runs compulsory mathematics courses for diploma and degree students. It also offers related courses to post-graduate students.

3.13

UniMAP expects 8 more programs to receive accreditation in February 2008 from Washington Accord. This is an international body that is entrusted to give accreditation to engineering programs.

3.14

Currently UniMAP has 60 lecturers with PhD qualifications (21.9%) and 214 Lecturers with Masters. On the whole, UniMAP has 274 lecturers of whom 18 are Professors (6.6%), 40 Associates Professors (14.6%), 15 Senior lecturers (5.47%) and 201 lecturers (73.36%) (See chart 3.1). 5 are professional Engineers (IR). The ratio between Lecturers and students is 1:14:74. Chart 3.1 : Distribution of Lecturers According to Posts in 2007

250 200 150 100 50 0 P rofes s ors

As s oc iate P rofes s ors

S enior L ec turers

L ec turers

Source: Service Department, Office of Registrar, UniMAP

21

3.15

In its desire to increase the number of lecturers with Ph D, UniMAP utilizes 2 schemes: “Skim Latihan Tenaga Pengajar Akademik (SLTPA)” and “Skim Pengajian Lanjutan Kakitangan Akademik (SPLKA)”. At present, they are 40 students doing Ph D under these schemes.

3.16

In an attempt to help learning process, lecturers and other related faculty members have produced 6 teaching modules and 66 lab modules.

3.17

In maximising the use of ICT, UniMAP has 7 e-learning modules. This helps the students to have better understanding of what they learn in the classrooms.

3.18

UniMAP holds courses in Teaching Learning covering areas like pedagogy, question setting and evaluating processes. Through the Academic Management Section, many courses are organized to give exposure and understanding to the teaching staff in the aspect of Outcome Based Education (OBE). It also produces guidebooks : OBE Implementation in UniMAP and “ Penerapan dan Penilaian Kemahiran Insaniah (Soft Skills) Mahasiswa Universiti Malaysia Perlis (UniMAP)”

3.19

UniMAP uses English as the medium of instructions in all its engineering and non-engineering programmes.

3.20

UniMAP‟s Library supports the learning and teaching processes besides aiding research facilities. Today UniMAP‟s Library has 27,525 printed books, 128 printed journals, 2333 electronic journals, 9630 electronic books, 3350 other media and 3162 serial publications (see chart 3.2). UniMAP‟s Library also produces reading materials through its publication unit. To date, it has produced 2 academic books written by in-house lecturers

22

Chart 3.2: Number of Types of Acquisition of Library 2007 27,525

30000 25000 20000 9,630 15000 10000

3,352 2,333

128

5000

3,162

0 P rinted B ooks

P rinted J ournals

E lec tronic E lec tronic J ournals B ooks

O ther S erial R eading P ublic ations Media

Source: Documentation Unit Of Library,UniMAP

3.21

In 2004, finding places for 3rd year students to do practical was very challenging. However, Centre of Industrial Collaboration (CIC) managed to find places for all the students. 758 students did their practical training in 343 companies and institutions. They are local companies, government owned companies (GLC), Multinational Companies (MNC), Research Centres, Small-Medium Industries (SMI) and other government agencies. (Refer to table 3.3)

Table 3.3 Number of Students Doing Practical Training and the Types of Companies Providing the Trainings in 2007 TYPES OF COMPANIES

NO. COMPANIES

OF NO. OF STUDENTS

(%)

Local Companies

241

396

52.20

GLC

12

72

9.50

MNC

7

35

4.62

Training Centres

7

12

1.58

SMI

26

55

7.30

Government Agencies

50

188

24.80

Source : Centre Industral Collaboration (CIC) UniMAP

23

3.22

In the 2nd Convocation Ceremony on August 18,2007, 550 students received their 1st degrees and 9 received their masters degrees. 215 students (39.1%) obtained PGNK above 3.0. By December 2007, 393 students (66.91%) found employments after graduation. (Refer Chart 3.3) Chart 3.3: The Number of Graduates Employed From Different Schools in 2007

120

105

83

100 60

24

40 20

5

77

75

80

48

47

35 16

12

16 EMPLOYED

UNEMPLOYED

0

Source : Centre of Industrial Collaboration (CIC), UniMAP

Future Direction 3.23

By 2010, UniMAP expects to have 8447 students (1440 students for Diploma Courses, 6,370 students for Degree Courses, 637 for post graduate students. (Chart 3.4a). By 2015, UniMAP expects to have 15000 students; 10000 students (66.67%) for Diploma and 1st degree courses; 2000 students (13.33%) for post graduate courses; and 3000 students (20%) for graduates and post graduate nonengineering courses. (chart 3.4b)

3.24

Other than being competitive academically and baing aware of external influences-present and future – UniMAP also believes that this university can no longer depend on engineering programs that focus primarily on electronics. The future programs of UniMAP should include non-engineering disciplines too. The two facts (Thailand is only a stone‟s throw away from Perlis and the future developments of the Northern Corridor under NCER) ought to be taken advantage of for this purpose.

24

Chart 3.4a: Forecast of Enrolment of UniMAP by 2010

637 students

8%

1,440 students

17%

75%

6,370 students

DIPLOMAS

DEGREES

MASTERS and Ph.Ds

Source : Academic Section of Office of Deputy Vice Chancellor (Academic and International), Chancellory, UniMAP

Chart 3.4b: Forecast of Enrolment of UniMAP by 2015 3,000 students 10,0000 students

20% 13.33% 66.67% 2,000 students

DIPLOMA AND DEGREE PROGRAMS POST GRADUATE ENGINEERING PROGRAMS DEGREES AND POSTGRADUATE OF NON-ENGINEERING PROGRAMS Source : Academic Section of the office of Deputy Vice Chancellor (Academic & International), Chancellory, UniMAP

3.25

The future development of schools and programs of UniMAP (at least until 2015) will follow the following proposed criteria : (a)

60% of the academic programs will be engineering programs focussing on electronics and programs that are related to electronics. (b) 20% of the academic programs will be bio-based or bio-related to support the growth in the nation‟s bioindustry. (c) 20% of the academic programs will be business-based, management – based. Foreign languages will be introduced. 25

New Engineering Programs 3.26. In order to be known as a technical University, UniMAP will offer at least 1 new diploma course : 

Diploma in Engineering (Chemical Engineering)

7 Programs for Degree Courses:       

Programs for Degree in Engineering (Photonic Engineering) Programs for Degree in Engineering (Biosystem Engineering) Programs for Degree in Engineering (Building Engineering) Programs for Degree in Engineering (Computer Networking Engineering) Programs for Degree in Engineering (Power System Engineering) Programs for Degree in Engineering (Acoustic Engineering) Programs for Degree in Engineering (Chemical Engineering)

6 Programs for masters (Mixed Mode)      

Programs for Master of Science (Renewable Energy Engineering) Programs for Master of Science (Advance Polymer Engineering) Programs for Master of Science (Electronic Power Engineering) Programs for Master of Science (Embeded System Designs) Programs for Master of Science (Mathematics Engineering) Programs for Master of Science (Statistics Engineering)

Setting up of New Schools and Non-Engineering Programs 3.27

UniMAP will offer non-engineering programs. A Language Centre and a few other schools will be set up. School of Innovative Business, Entrepreneurs and Techno-Entrepreneurs will offer courses that intermix innovation, creativity, entrepreneurial skills, techno business, management, industrial technology and social science. This will produce graduates who are innovative, creative, and competitive in any field they enbark on.

Increasing the Number of Lecturers with Ph.D Qualification 3.28

Between 2008 and 2010, UniMAP expects the number of lecturers will increase by 86. Of that number, 82 will have Ph. D. With this addition, the number of Ph.Ds will be 144(40%) from the total of 360 lecturers. 23 of these new lecturers come from those who are undergoing SLTPA and SLTLA programs and will be completing their studies in 2008-2010. Others will come from industries, local retired lecturers and expatriates. They would be offered competitive and attractive salaries.

26

Enhancing the Teaching and Learning Processes 3.29. Lecturers are required to produce teaching modules, laboratory modules and workshop modules. E- learning modules would be added on as finance dictates. 3.30. The liabrary will continuously be improved. The library will acquire both conventional and electronic books. UniMAP and other researchers will work together to build up the “Collections of Malaysiana Engineering”. It will contain local engineering information. Remote-excess processes will be used to improve the service of the library. As to value-add the process of acquisition of written material, both library based or internet-based and a user-friendly search machine would be used. 3.31. The training of lecturers and Vocational Training Officers (PLV) will continue. The courses offered are : Problem Based Learning (PBL), Cooperative Based Learning (CBL), Group Based Learning (GBL), Advance English or Advanced English for Academic Purposes. 3.32

To increase the number of quality students in UniMAP, marketing strategies would be used, such as promotional drives in schools, matriculation centres and polytechnics will be continued. To compete with other IPTAs that offer similar engineering courses, UniMAP plans to offer a structured marketing strategy that has “differentiation”. In this way, UniMAP hopes to attract more that 50% of presuccessful students. The number of International Students would also be increased.

Academic Performance Indicators (PIAC) 3.33

Academic Performance Indicators are: PIAC1 PIAC2 PIAC3 PIAC4 PIAC5 PIAC6 PIAC7 PIAC8 PIAC9 PIAC10 PIAC11 PIAC12 PIAC13 PIAC14 PIAC15 PIAC16 PIAC17 PIAC18

No. of Postgraduate students. No. of new programs. No. of New Schools. No. of graduates employed 6 months after last semester of study. No. of graduates that seek entrance into your institution. No. of Lecturers who become members of professional bodies. No. of Lecturers who process Ph.D. No. of Students who choose your Institution as their 1st choice (into from UPU) No. of postgraduate students who are ex-graduates of your institution. No. of courses that have accreditation from professional bodies. No. of courses that have to be evaluated by KPT. No. of graduates who have PNGK ≥3.00. No. of reference books produced by reputable publisher. No. of translated books produced by reputable publisher. No. of chapters in Academic Books produced by reputable publisher. No. of post doctorals. The ratio of lecturers to students. No. of pre successful students registering. 27

Chapter 4 CORE STRATEGY 2 : UPGRADING THE PRACTICAL ORIENTED CURRICULUM Introduction 4.01

UniMAP understands and realises that enhancing Academic and Management sectors is a continuous effort. It is a primary and vital focus of UniMAP. It is the core strategy towards its goals. In this way, UniMAP can make sure that everyone in UniMAP places the Academic development as a priority.

4.02

Practical Oriented Curriculum (KBP) is synonymous to UniMAP. It had an early beginning. It appeared as early as during the writing of UniMAP concept papers. The cabinet report submitted to the parliament showed that this aspect of “handson” and practical approach to curriculum were well received by all. At the same time, it was a popular approach among industries and this approach improved the marketability of the graduates.

4.03

In October 2005, just a few months before EAC audited and evaluated 2 programs of UniMAP, UniMAP documented its Academic Management and Administrative processes in 2 editions of a book “Engineering Education System : Kukum‟s Approach”. It provided pertinent information that every school had to follow before a program was offered to students. It contained objectives, pre requisites of the courses offered, expected level of compentency of students after completing a course, the approach used in teaching and learning, syllabus, time distribution between practical and theory, references and evaluating system. In 2006, EAC evaluated the curriculum and some changes were made. One of them was the Outcome Based Education (OBE) approach. Until today, UniMAP practices OBE in its decision making process.

4.04

At the earlier stage, there was a clash of opinion between those who believe that engineering graduates should be 100% theoritical and those who believe that engineering graduates should be theoritical as well as practical. At one point, an interesting issue arose. Should UniMAP graduates be called technologists and not engineers?

4.05

Several discussions were held between the University, Ministry of Higher Learning and EAC over the issue. UniMAP hoped that EAC and Washington Accord recognized these 2 types of engineers : one that was produced through theory priority curriculum and one that was produced by theory-practical curruculum whereby teaching and learning are “hands-on” and “practical oriented”.

4.06

Till today, 2 programs that began in 2006 received accreditations from EAC for the period of 5 years. 8 more programs have been evaluated by EAC together with Washington Accord in 2007. It is expected that those 8 programs would 28

receive their accreditations by February 2008. With these accreditations, UniMAP hopes that the Academic Curriculum of UniMAP would be recognized by Jabatan Perkhidmatan Awam Malaysia (JPA) and also globally. Current Status 4.07

In 2007, UniMAP produced a book “OBE Implementation in UniMAP” for the purpose of enhancing Academic Administration Machinery in UniMAP. With the implementation of OBE, the students are expected to understand the coursecontent better and could handle assignments well. Through this structured system, the students can show their skills and maturity in thinking , questioning, analysing, researching and decision making. The OBE will utilize the curriculum, delivery system and course evaluation process to implement UniMAP‟s education policies. UniMAP uses this approach to gain recognition of its curriculum while the students are being prepared for easy employment. It also prepares the students for easy admission into any University should they decide to continue their studies. It aids them (students) to become successful technoentrepreneurs.

4.08

2 committees were set up in 2007 : OBE committees and Academic Audit Committee. This was done in order to enhance the practical-oriented curriculum. The elements subjected to auditing were the delivery and management systems used by lecturers, presentation, English Language and feedbacks from the students.

4.09

The auditing process will evaluate all aspects of program implementation that use the process of mapping of Course Outcome (CO) with that of Program Outcome (PO). It also evaluates the theoritical elements that are blended into practical, laboratory and workshop sessions. These are done to make sure that students truly understand the roles and functions of theory within practice and vice versa.

4.10

The process of academic auditting includes: the evaluation from students; designing and choosing questions; and producing laboratory modules.

4.11

If some weaknesses detected in implementing the system, the lecturers involved will rectify them and the newly rectified program will be used in the following semester. To date, all the 12 programs in UniMAP have undergone curriculum review except 3 new programs.

4.12

In materializing the academic programs, the views and feedbacks from industires are given serious considerations. This is done through forums attended by the share-holders of UniMAP. They are representatives from industries, research institutes, academicians, alumni and students.

29

4.13. UniMAP also invites personnel from Industries to conduct lectures to the teaching staff of UniMAP and to check the modules, tutorials, labs and workshops. In so doing, knowledge can be shared. This is more beneficial when the industries have new methodologies or findings. This, inturn, well help to update UniMAP‟s curriculum. Future Direction of Practical Oriented Curriculum 4.14

UniMAP will continue its past efforts to improve and streghten the practical oriented curriculum. A special attention is accorded to the documentation of mapping and matrixing of CO and PO as required by EAC, student evaluation process and the academic auditing process.

4.15

UniMAP will encourage the use of the results of research done in teaching and learning in the classroom so that students can benefit from them.

4.16 UniMAP also encourages the lecturers to participate in the Industrial Attachment Scheme as this will provide better understanding of the subject matter of what they teach in class. It also provides the real picture of what the industries really want or desire 4.17

UniMAP will increase the number of OBE courses so that new lecturers could benefit from them and at the same time other lecturers could benefit from current findings in their “subject matter”. In return, this would reduce some of the weaknesses found in the academic administration of UniMAP.

4.18

UniMAP will organize more frequently courses related to pedagogy and evaluation. Other courses include Problem-Based Learning (PBL), Cooperative Learning (CL), Project Oriented PBL (POPBL) and Case Study. These courses are compulsory for all lecturers and they are encouraged to use the concepts found in each of them in their classrooms.

4.19

UniMAP will encourage its students to participate in innovative activities through research projects dealing with local needs. It is hoped that with this exposure and experience the lecturers and students alike can come up with engineering technology or other related technology that the local can benefit, especially in the area of agriculture, business or industries.

4.20.1 UniMAP will utilize its supervisory mechanism to ensure that academic administration is taken more seriously by all as such the objective of UniMAP to produce well-balanced graduates (theory and practical) is achieved. UniMAP will attempt to raise the percentage of those students who pass both theory and practical.

30

Performance IIndicators (PI) for Practical-Oriented Curriculum (PIKU) 4.21

PIKU1 No. Of courses that have been audited PIKU2 No. Of Programs that have been audited. PIKU4 The percentage of lecturers that are involved in Industrial Attachment Scheme PIKU5 The percentage of Professional Engineers (Ir.). PIKU6 The percentage of graduates that possess both components (theory and practical) PIKU7 The number of new effective technology introduced to the needs of the locals.

31

Chapter 5 CORE STRATEGY 5: PROMOTING RESEARCH AND INNOVATION Introduction 5.01

At the beginning, the work on research and innovation were relatively slow. The primary reason was that the manpower of UniMAP was inadequate. The concentration was on building up the physical infrastructure and the academic curriculum

5.02

However, there were a few research done by enterprising young lecturers together with the senior lecturers between 2003-2005, helping UniMAP to receive 61 research grants amounting to RM 4,156,547.69. In the 16th ITEX, UniMAP won 7 medals and in another national exhibition (Pameran Penyelidikan Dan Pembangunan (R & D) IPTA, UniMAP won 13 out of 16 research products exhibited.

5.03

UniMAP practices the concepts of Inter and cross-disciplines in its research activities.The research activities are designed to help in the future development of centres of excellence. To achieve this, UNIMAp set up 7 research clusters in June 2005. They were: (i)

Power Electronics and Electronics Machine Design Cluster Advisor : Professor Dr. Joachim Holt Wupper

(ii)

Embedded Computing Cluster Advisor : Professor Dr. M. Balakrishnan Dept. Of Computer Science and Engineering, IIT Delhi, India

(iii)

Acoustic Applications Cluster Advisor : Profesor Dr. Stephen Elliot University Of Southampton

(iv)

Microelectronics and Nanotechnology Cluster Advisor : Professor Dr. Vijay K Arora School Of Electrical Engineering & Engineering Management Wilkes University, USA 32

(v)

Sensor Technology and Applications Cluster Advisor : Assoc. Professor Legin Andrey Laboratory Of ChemicalsSensors, Research Institute Of Chemistry St. Petersburg University

(vi)

Autonomous Systems and Machine Vision Cluster Advisor : Professor Dr. Keigo Watenabe Professor Department of Electrical Engineering Oita University, Japan

(vii)

Sustainable Engineering Cluster Advisor : Professor Dr. Neena Sahajwalla School of Materials Science and Engineering University of New South Wales, Australia

5.04

In 2006, research activities increased due to : the setting up of research clusters, the increase in the number of lecturers, the appointment of Deputy Vice Chancellor (research and innovation), the organization of research expo and the tireless support of the top management. In that year, grants were given out amounting to RM 3, 995,020.10; From the total, 35 short-term grants (STG) amounting to RM 606,020.10; 76 FRGS grants amounting to RM 1, 405,500.00; one Felda grant amounting RM 209,000.00; and, one contract grant from Astronautic amounting RM 62, 500.00. On the whole, UniMAP received the total of RM 8, 156,547.69 in the form of grants between 2003-2006.

5.05

536 research products were produced between 2003-2006 and 98 of these research products were published in journals and 438 were published in local and international proceedings.

5.06

In 2006, UNIMAP won 16 medals in the 17th ITEX from 31 products exhibited and 3 medals in the 34th Geneva International Exhibition Of Inventions, New Technigues and Products. UNIMAP, too participated in the MAHA 2006 exhibition and Bio MALAYSIA 2006 exhibition.

33

5.07

To increase the number of research activities in the nation, UNIMAP‟s contribution came in the form of appointments of Research Assistants ( 9 in 2005; 34 in 2006), Research Officers ( 3 in 2005; 1 in 2006), Graduate Assistants ( 5 in 2006).

Current Status 5.08

In 2007, two guidelines were produced in relationship to research and innovation. Under the Research and Development Unit, a policy and research guidelines were initiated to improve the administrations and management of Research Projects. Under the Centre of Industrial Collaboration (CIC) another guideline emerged.This is aimed at encouraging the researchers to offer consultancy service to industries and at the same time provide some income to the university.

5.09

In 2007, UNIMAP secured 98 grants from STG, FRGS and Science Fund. The Grants are : two STG grants amounting RM 30,000.00 seventy two FRGS grants amounting RM 4, 418,226..00; and twenty four Science Fund Grants amounting RM 5, 249,912.00 (Table 5.1). Total Value of the grants was RM 9, 428.138.00. This shows an increase of 236%.

34

Table 5.1 Number, Value and Types of Grants Distributed to Various Schools (PP) and Institutes in 2007 FRGS Schools

Science Fund

STG

Total

Bil.

Nilai

Bil.

Nilai

Bil.

Nilai

Bil.

Nilai

Microelectronics

7

392,842

4

1,273,575

-

-

11

1,666,417

Electrical System

11

574,500

-

-

-

-

11

574,500

Computer & Communication

6

202,000

4

748,262

-

-

10

950,262

Mechatronics

19

1,287,200

7

1,325,770

-

-

26

2,612,970

Materials

7

478,700

3

566,805

-

-

10

1,045,505

Manufacturing

5

273,700

2

402,000

-

-

7

675,700

Bioprocess

3

309,000

3

779,500

1

20,000

7

1,108,500

Enviromental

9

484,600

1

154,000

1

10,000

11

648,600

PKKK

4

132,842

-

-

-

-

4

132,842

IMK

1

12,842

-

-

-

-

1

12,842

Total

72

4,148,226

24

5,249,912

2

30,000

98

9,428,138

Source : Research & Development Unit,Office of Deputy Vice Chancellor (Research & Innovation ) UNIMAP

5.10

Until 2007, the number of publications in high impact journals increased correspondingly with the increase in grants received. 25 publications appeared in high impact journals.Other pertinent information are found in Table 5.2.

35

Table 5.2 CIF, TCPY, ACPP and other Related Information For The Year 2003-2007

YEAR KPI UNIT 2003

2004

2005

2006

2007

2003-2007

Number of Articles Published in Index Linked Journals

3

2

2

8

25

40

Cumulative Impact Factor (CIF)

2.718

2.693

2.784

7.371

13.567

29.133

0.072

0.135

0.022

0.035

0.172

0.092

Total Citations per Year (TCPY)

5

7

5

1

7

25

Total Citations per Academic Staff

0.132

0.072

0.039

0.005

0.022

0.079

Average Citation per Publications (ACPP)

1.667

3.5

2.5

0.125

0.280

0.625

Impact Factor per Staff

Source : Service Section , Library UniMAP *The Information is based on the information from Scopus and WEB of Science (WOS) database

5.11

With reference to the database of ISI Thompson and Scopus, 25 articles were refered to by other researchers and lecturers in their publications. This figure shows and increase as compared to : 2003 (3 publications) 2004 ( 2 publications) 2005 (2 publications) 2006 (8 publications).

5.12

UNIMAP also participated in several exhibitions in 2007 and won several medals.From Malaysia Technology Exhibition (MTE) 3 medals were won, from ITEX, 26 medals were won, from PECIPTA, 10 medals were won from International Exhibitions, UNIMAP won 4 medals from Geneva Exhibitions, 1 medal from International Warsaw Invention Show, 1 medal from INPEX (USA), 2 medals from IENA exhibition (Germany), 1 medal from the British invention Show (UK), and 1 medal from Eureka (Brussels) Refer Table 5.3

36

Table 5.3 Number of National and International Awards won in 2007 LEVELS EXHIBITIONS

National

MTE

3

ITEX

26

PECIPTA

10

International

Geneva

4

International Warsaw Invention Show

1

INPEX (USA)

1

IENA (Jerman)

1

British Invention Show (UK)

1

EUREKA (Brussels)

1

Source : Researchinovation deputy Vice Chancellor (Reserach And Innovation) UNIMAP

5.13

The Senate has agreed to set up the Institute of Nano Engineering as the 9th Centre Of Excellence besides the 7 research clusters and the Institutes of Mathematics Engineering.

5.14 UniMAP also runs courses related to the protection of its Intellectual Properties for its lecturers. 5.15 In 2007, The number of Research Assistants and the like increased.UNIMAP had 74 Research Assistants (RA), 4 Research Officers (R0), 13 Graduate Research Assistants (GRA) and 2 graduate Assistants. This helped to strengthen the research activities of UNIMAP. 5.16

In that year, UNIMAP introduced the concept of 7 pillars.It aimed to produce gradutes with humanistic skills and they must be confident and patriotic. Later the concept became 7i pillars. “i” means innovative.Here the students are used to produce engineering products which are research oriented.These products must have local tastes.Initiatives are taken to encourage students to be involved in research oriented products which could be commercialized in the future.

37

The Future Direction Of Research and Innovation

5.17

In 2008-2010 the number of workshops running courses on writing research proposals will be increased for the benefit of young lecturers.UNIMAP will hold more workshops, seminars and internal research EXPO.Cluster Units and Institutes of Nano Engineering are further enhanced.

5.18

UniMAP proposes to set up a special Unit to administer and manage the intellectual Properties of the researchers.This unit will recognize the novel characteristics of products and propose suggestions to value-add to the products before they are commercialized.This unit will also (b) facilitate in the process of patenting the products with relevant agencies. It will also (c) aid in marketing the products through its own marketing company which will soon be formed.

5.19

UniMAP expects the research grants for the period of 2008-2010 to be around RM 25 – 35 million.

5.20

UniMAP will constantly improve the image of UNIMAP as a research Institute.By 2010, UNIMAP expects more people will publish their research in high impact journals.The in-house journal “Jurnal Penyelidikan Dan Pendidikan “ will be given a new image by making it into an international journal (English Version).In so doing, this journal can attract international researches. Efforts to register this journal in Scopus database will be done. With this, UniMAP hopes that the journal would be soon sharing the same shelf as other high-impact journals.

5.21

Within the context of research and publications, UniMAP hopes to get international recognition as a centre of reference in engineering disciplines, especially those in electronics and nanoelectronics.

5.22

In the desire to market its reserach products, UniMAP will set up UniMAP Holdings (Malaysia) Sdn. Bhd.This company is wholly owned by UniMAP. Besides marketing, it will arrange meetings of UniMAP‟s researchers with the people from the industries.

Perfomance Indicators (PI) of Researchers and Innovations (PIPI) PIPI1 PIPI2 PIPI3 PIPI4 PIPI5 PIPI6 PIPI7 PIPI8 PIPI9

No. of technological products produced Values of products which are commercialized No.of policies produced No. of articles being indexed No. of articles published in selected journals No of articles published in high-impact journals No. of awards / recognition of the research products at the local level NO of awards / recognition of the research products at international level Value of research allocations for the year 38

PIPI10 No. of excellent entities in the university PIPI11 Value of grants received

39

Chapter 6 CORE STRATEGY 4 : IMPROVING INTERNATIONALIZATION PROGRAMMES

Introduction 6.01

Activities involving intenationalization actually began since UniMAP was founded. It was under the Dean of Academic Administration. In 2006, Centre of International Affairs was established and since then, all matters of internationalization of UniMAP are realized through a special unit called the Responsibility Centre (PTj) and it is monitored by the Centre of International Affairs Committe chaired by the Vice Chancellor himself.

6.02

The general objective of UniMAP‟s Internationalization is to “internationalize” the academic components of UniMAP, its research activities, its programs in human development, its administrative and management processes. With this objective in mind, the Centre for International Affairs is given the following responsibilities:          

It coordinates all international oriented activities, It helps PTj to run the internationalization programmes, It becomes the secretariat for the University Internationalization Committee (JAPU), It coordinates all visits to outside the countries, It coordinates all visits by overseas guests, It coordinates all issues of welfare of UniMAP staff while they are overseas, It monitors the status of all MOUs between the University and International institutes, It also coordinates the publication of UniMAP Prospectus, It monitors the contents English Version of UniMAP‟s website for its, It prepares and updates all materials meant for presentation during official overseas visits.

Current Situation 6.03

On the whole, UniMAP has made about 120 overseas visits involving participations of top officials, deans, lecturers and researchers. Besides presentation of academic papers, visiting expos and promoting intake of foreign students. These visits also aid UniMAP in (a) recruiting foreign lecturers (about 30 foreign lecturers) (b) establishing a two-way cooperation with international institutions resulting in 27 MoUs. (c) learning the system practiced by the universitites (d) lastly, promoting UniMAP.

6.04

UniMAP also has students-exchange programmes. To date, 21 UniMAP students have enrolled in the foreign universities and 12 foreign students are in UniMAP. The Universities are : 40

(i) (ii) (iii) (iv) (v) (vi) (vii)

Tampere University of Technology (Finland), Universitas Trisakti (Indonesia), Hatyai University (Thailand), Prince of Songkhla University (Thailand), Baskerud University College (HIBU, Norway), University of New South Wales (Australia), dan HTW Aalen University (Germany).

6.05

At present, UniMAP has 37 expatriate lecturers from Indonesia, Iraq and India. 30 of them were recruited during visits and the rest was done through promotional activities.

6.06

UniMAP has attracted a number of foreign students to do their postgraduate programmes : 8 students doing Masters programmes and 15 students doing Ph.D programmes.

6.07

In 2007, UniMAP organized 3 international conferences : (i) Conference on Applications and Design in Mechanical Engineering (CADME „07), (ii) United Nations Environment Programme (UNEP) International Expert Panel Meeting, dan (iii) 1st International Conference on Sustainable Material (ICOSM 2007).

6.08. Between 2003-2007, UniMAP has received official visits of 100 top-level university personnel from 33 countries. During these visits, UniMAP had signed many MoUs and received many academic consultantation and researchers. The Future Direction of Internationalization Internationalization of Academic Matters 6.09

UniMAP aims to make its curriculum to have international image. Its plans to increase the number of academic advisors, external examiners, research advisors and international consultants. It also will attempt to increase the number of active MoUs and to expand its networking to renowned universities and multi-national companies.

6.10

With the involvement of Washington Accord, EAC is evaluating the engineering curriculum of UniMAP, it is expected that UniMAP will soon get accreditation of its programmes. Hence, UniMAP will be a leader in obtaining accreditation in practical oriented engineering curriculum in the nation. This will ease the process for international recognition.

6.11

UniMAP plans to increase the number of expatriate lecturers from renowned universities. UniMAP also encourages its lecturers and researchers to offer their expertise to the world especially that of the 3rd world countries. This could be achieved through its lecturers getting involved in giving key-note addresses in seminars and participating in doing research together with their overseas colleagues.

41

6.12

UniMAP plans to enhance its global networking capacity by inviting selected researchers from selected universities. It plans to make UniMAP as the corridor or base for foreign educationists and researchers within the area of IMT-GT.

6.13

UniMAP plans to offer degree courses in English as well as other degree courses which hopefully can attract students around this area take some advantage of being a member of IMT-GT.

Internationalization Program for Research Activities 6.14

UniMAP hopes to participate in many international seminars and conferences, presentations of research papers, publications of academic papers in high-impact journals as well as that in Internet. It also will increase the number of researchers of international status.

6.15

UniMAP plans to run projects and academic programs and participate in research sponsored by both local and international institutions through organizing seminars, conferences and joint-research projects.

Internalization Programs for Human Development 6.16

UniMAP offers a number of avenues for its staff to continue their studies till Ph.D in selective universities that have collaborative arrangements with UniMAP. The candidates can enjoy the benefits of SLTPA and SPLKA programs. The staff is also encouraged to join professional bodies like IEEE.

6.17

UniMAP also plans to increase the number of international students doing postgraduate degree courses through several programs schemes like “ Skim Pembiayaan Separa Pengajian Ijazah Lanjutan”

6.18

UniMAP plans to enhance the use of English Language among its lecturers / researchers. This is done through conducting courses related to communicative competency (to speak, to write and to present). UniMAP will first increase the number of English Lecturers and English Teachers. If need to, foreign lecturers may be employed through contract basis.

6.19

UniMAP also encourages the students to be involved in its Student Exchange Program. In this program, students are exposed to “international” culture which would be valuable for students when they seek employment later.

Internationalization of University Administratation and Management 6.20

UniMAP uses many approaches in promoting itself. It uses the media in several languages (Mandarin, Arabic and English). It improves the contents and presentations of information in its portal using the sofisticated ICT and some competent home-grown sources. Further improvement would be done in the ICT infrastructure so as to facilitate easy flow of information.

42

6.21

UniMAP will continue its conventional activities such as academic visits and attending courses. At the same time, UniMAP will also encourage participations from external experts in many of its activities.

6.22

UniMAP will practice quality administration and management in a professional way accepted universally. This is done by getting certification for ISO9000 and ISO17025 (Quality Lab).

Internationalization Performance Indicators (PIPA) 6.23

Internationalization Performance Indicators (PIPA) PIPA1 PIPA2 PIPA3 PIPA4 PIPA5 PIPA6 PIPA7 PIPA8 PIPA9 PIPA10 PIPA11 PIPA12 PIPA13

No. Of Academic Programs and curriculum that obtain international recognition No. Of short-term courses, international seminars and conferences done No. Of UniMAP students and those from overseas who are involved in the Students Exchange Programs No. Of staff involved in the Staff Exchange Program. No. Of staff who are project consultants of international recognition No. Of MoUs with international universities and institutions. No. Of MoUs with active, international universities and institutions. No. Of foreign lecturers serving in UniMAP. No. Of Library Collections of international status No. Of research done overseas. No. Of staff that participate in international conferences / seminars / courses No. Of Publications and Journals of international recognition. No. Of books which are published by international Publishers that are written by the staff.

Chapter 7 Core Strategy 5 STRENGTHENING AND DEVELOPMENT OF HUMAN CAPITAL AND PROMOTING THE CONCEPT OF DISTRIBUTED CAMPUS

Introduction

43

7.01

In RM9, the issue of human capital receives a serious attention both by the government and the Prime Minister. In his speech he placed “to enchance knowledge and innovation in the nation and to produce 1st class mind, as the 2nd core in the National Mission (2006-2020). In our understanding, “1st class mind” exists only in 1st class human capital and “1st class human capital” exists only if we produce “1st class mind”.

7.02

In general, there are 2 views of human capital. The 1st view is related to economic term. It equates that money spent on all aspects of education and health programs is not an expenditure but an “investment”. Thus, a good investment in education and health would produce the desired results and brings gain to individuals and nation.

7.03

The 2nd view is related to productivity. It is believed that the sum total of knowledge, expertise, competency and good health in individuals would promote productivity within themselves. Thus, an individual who has vast knowledge, experience, expertise, competency and a good health is motivated enough to improve productivity in self and eventually the nation.

7.04

PSPTN assigns 3 classes to better understand the concept of human capital : 1st class, 2nd class, and 3rd class. Refer to table 71 for details.

Figure 7.1 The Characterstics of Human Capital Based on Class Differentiation.

44

Source : Ministry of Higher Education Malaysia (2007). Improving the quality of Teaching and Learning. “ Pelan Strategik Pengajian Tinggi Negara Melangkaui Tahun 2020” Putrajaya Kementerian Pengajian Tinggi Malaysia.

7.05

The Action Plan of the National Higher Learning (2007-2010) has given out the criteria of being 1st class human capital. The charactristics are (refer to Table 7.1) Table 7.1 : Characterstic of 1st Class Human Capital

45

1ST CLASS HUMAN CAPITAL Knowledge

Personal



Having vast knowledge of  core subjects and able to use the knowledge



Able to use Malay and English proficiently and one other global language



Having the desire to learn for life



Having vast knowledge of  general and current issues



Having value for arts and  culture as well as sports



Able to make good analysis and able to solve  problems





Being exposed to  principles of business and administration including  technology

Being goal-oriented person : proactive, disciplined, motivated, confident and having the desire to face global challenges Being intellectual person : creative, innovative and critical

Communication  Having effective communicative skills and able to present an issue clearly  Able to suit and adapt socially regardless of social class distinctions

 Having the desire to be successful and having selfBeing quick to learn, strength and professional flexible and able to adapt networking quickly  Leadership Having the  Team work characteristics of an entrepreneur Having high moral and good ethics Having strong soul Being caring and sensitive (social service work)

Source : Ministry of Higher Learning Malaysia (2007) “Pelan Tindakan Tinggi Negara : Mencetus Transformasi Pengajian Tinggi. Putrajaya: Kementerian Pengajian Tinggi Malaysia.

7.06

UniMAP expects all the characterstics found in the human capital are found among its staff and students. Before it can produce these characterstics in students, its staff must be the 1st to acquire. UniMAP is certain that its mission “To produce examplary human capital that can contribute to the national development agenda and to posses the desire to face challenges in industries” is in line with the government‟s wishes.

7.07

UniMAP views the issue of human capital as its main responsibility. UniMAP, as a learning institution must encourage its experienced staff to adapt themselves to the surroundings and new challenges and at the same time it also must not forget the younger staff. This is done through courses and trainings. The undergraduates also must undergo this transformation. It is necessary to have these students to attend similiar courses and trainings as the staff.

7.08

On Feb 16, 2002, the 1st Vice Cansellor and 1st Deputy Vice Cansellor (Academic and International) were appointed. It was followed by 66 employees manning the service sector. Since then, many local as well as overseas 46

personnels have sought employment with UniMAP. In 2003, it has 175 employees, 2004 (265 employees), 2005 (383 employees) and 2006 (545 employees). 7.09

The number of students also correspondingly increase. In 2002, UniMAP had 119 students. In 2003, UniMAP had 745 students (This did not include the diploma students and post graduate students) in 2004, it had 1,379 students and in 2005, it had 2113 students. In 2006, UniMAP had the total of 2797 students. (This included the diploma students).

7.10

UniMAP has unique mode of administration. It practices distributive administration. UniMAP has buildings in 20 locations in 3 zones, i.e Kubang Gajah, Arau, Kangar, and Kuala Perlis. In these buildings, there are 93 laboratories, research labs, teaching-research labs, Engineering Centre, Teaching Factory, Semi-conductor Clean Room, 24 lecture theatres and classrooms, one library and several administrative blocks.

7.11

UniMAP has 8 hostels for all its students. They are : Residential College Tunku Abdul Rahman (KKA) Residential College Tun Abdul Razak (KKB) Residential College Tun Hussein Onn (KKC) Residential College Tun Dr. Mahathir (KKD) Residential College Tun Dr. Ismail (KKE) Residential College Tun Ghafar Baba (KKF) Residential College Tan Sri Aishah Ghani (KKG).

7.12

On Jun 2, 2003 the official breaking-ground ceremony was done by YAB Dato‟ Seri Abdullah Ahmad Badawi. In 2006, a piece of land (1,028.814 ekar) at Ulu Pauh and a piece of land (253.169 ekar) at Sungai Chuchoh, Titi Tinggi, Perlis were acquired. The piece of land at Ulu Pauh will be the permanent site for its campus and the piece of land at Sungai Chuchoh is for UniMAP‟s Green Campus. It is hoped that it could contribute to the agro-industry of Perlis and the nation. In the RMK9, the government has allocated RM 400 million for the construction of UniMAP‟s permanent campus.

7.13

The Campus at Ulu Pauh will come in 4 packages. Package 1 (Phase 1A1 for land preparation), Package 2 (Phase 1A1 the construction of PPK Mechatronics dan PPK Manufacturing) Package 3 The construction of PPK Materials, a library, a mosque, block for Development, Student‟s Affairs Department, Lecture Theaters Multi-purpose Hall, Sports Complex and ground preparation work for package . Package 4 The construction of PPK Microelectronics, Chancellory, Registrar Office, Treasury, Engineering training centres.

47

Current Status. Development of Human Capital (Staff) 7.14

Until December 31, 2007, the total number of employees UniMAP had was 1087. Out of which 3 were from the top management, 378 academic staft (11 professors, 35 Associate Professors, 15 Senior lecturers, 197 lecturers, 104 Vocational Training Officers, 11 language teachers, 5 tutors), 126 non-academic staft (Management and professional group) and 580 were from the support group. (refer to table 7.2)

Table 7.2: Number of Staff in different categories, posts and Service Scheme in 2007 KUMPULAN PERKHIDMATAN

QUANTITY

Top Management

3

Academic  Professors

11

 Associate Professors

35

 Senior lecturers

15

 Lecturers

197

 Vocational Training Officers

104

 Language Teachers

11

 Tutors

05

Non academic staft (service, management and professional)

126

Support Group

580

Total

1,087

Sumber: Unit Perjawatan, Jabatan Pendaftar, UniMAP

7.15

In the context of “Investment,” to enchance the Human capital, UniMAP has sent hundreds of academic and non-academic staft for further studies as well as attending courses (e.g SLTPA and SPLKA, management and planning, leadership, social ethics, security and safety, health, sports, cultural, ICT, and Quality) These courses are organized by the Department of Registrar, Training Unit, Schools and other relevant departments. 48

Development of Human Capital (Students) 7.16

Until December 31, 2007 the number of students registered with UniMAP was 3797. Out of the total, 525 diploma students (13.83%), 3,115 1st Degree students (82.03%). 113 Masters Degree Students (2.98%) and 44 PhD students (1.16%). Refer to Table 7.3. Table 7.3: No Of Active Student in UniMAP of Different Levels of Studies in 2007 LEVELS OF STUDIES

NUMBER

(%)

Diploma

525

13.83

Bachelor Degree

3,115

82.03

Masters Degree

113

2.98

Ph.D

44

1.16

Total

3,797

100

Source : Students Intake and Record Unit. Registrar‟s Office UniMAP

7.17

To enchance the Human Capital of students, several courses and trainings are organized. There are 2 types of courses and trainings designed for students. One of them is 1 course and 1 compulsory training session. Another is 1 course and 1 “free-to-choose” course. The course and the compulsory training session are required for all diploma and 1st Degree students. The content of the training is that which is found in the 7-i Pillar‟s concept. They are : (1) Nation Building course (2) Student and society program (3) Students with community program (4) Social “wacana” (5) Leadership Workshop (6) Effective Communication Course (7) Social etiquette an i-Innovation courses.

7.18

Some of the courses that students attend are : Religious courses, robocon, leadership, sports, Arts, management of organizations, self-defence, debates and Public Speaking, “love your environment”, sessions, safety and security and personal hygiene.

Campus Infrastructure Development 7.19

In 2007, UniMAP rented several buildings to accomodate the growing number of students‟ intake. The buildings at Seberang Ramai, Kuala Perlis, served as learning centre as well as residence for Diploma Students (Residential College Tun Ghafar Baba KKF). In this way, it eased off some of the problems faced at the Jejawi 1 Complex. 49

7.20

At present, the development of The Nature Campus at Ulu Pauh is at the level of Package of Phase 1A1 25% of the work is ready for the buildings of PPK Mechatronics and PPK Manufacturing.

Future Direction Human Capital Development (Staff) 7.21

Beginning of the year 2008, UniMAP will only offer scholarships (from SLTPA and SPLKA) to students who have CGPA 3.00 above for their 1st Degree or Bachelor Degree. This is to ensure that these candidates will be of quality when they serve UniMAP as lecturers or researchers later. This, too, is in accordance to the wishes of the ministry.

7.22

UniMAP will take more PhD candidates as its lecturers/researchers through its networking as well as through the “little ambassadors” of UniMAP who are studying overseas. At the same time, efforts are made to offer the post of professors and Associate Professors to retired lecturers to serve in UniMAP through the concept of contract for service.

7.23

UniMAP will send and train more staff from all categories to courses in various areas. This is done in the hope of improving their competency especialy in the use of ICT; in ensuring that the individual KPI is congruent with that of school / department / unit and that of University corporate; in producing more effective administration and management. UniMAP plans to send all the staff for courses at least 7 days per year.

7.24

To further enchance the human capital, UniMAP plans to use Mentor-Mentee approach in its research programs. “ Research Champions” will be selected from experienced researchers to advice and guide young lecturers in their research. In so doing, their research could be of world standard and could be commercialized easily.

7.25

UniMAP will organize courses in Research Methodology and Data Analysis for Administrators (in 41 categories) and lecturers from Centre of Communication and Entrepreneurship and Institute of Engineering Mathematics.

7.26

UniMAP will employ new staff that are not only academically qualified but also good in other aspects such as, sports, Arts, and other forms of expertise. This helps in promoting the good image of UniMAP. The same will be done with contract personnel.

Development of Human Capital (Students) 7.27

Beginning the Year 2008, UniMAP will make it compulsory for its Diploma and Degree students to do research. The students are free to be creative and innovative in realizing their research projects under the concept of i 7 Pillars. The 50

students are encouraged to take into account the needs of the University and also the society around; such as, the farmers, SME and SMI. For 2008, the theme for their research will be “student-friendly Campus”. 7.28

In the future, students will be encouraged to take part in local and international competitions. This will help to bolster the spirit of competitiveness among them. Those students who participate in such competitions will be given advice, guidance training and motivation.

Concept of Distributed Campus 7.29

In 2010, the Nature Campus of UniMAP at Ulu Pauh would almost be completed. At the same time, UniMAP will still practice distributed Campus system :   

60% of the buildings and activities are at Nature Campus at Ulu Pauh 30% will be the City Campus around Kangar and Kuala Perlis (existing buildings). 10% will be the Green Campus at Sungai Chuchoh.

7.30

At the Nature Campus of Ulu Pauh, UniMAP will marry together elements like nature, health, engineering landscape into a meaningful whole so as to produce a condusive place of work and study. UniMAP hopes this will encourage germination of new ideas and at the same time would bring closer together the families of the staff, students and the society around.

7.31

In designing its hardscape, UniMAP seeks views, ideas and creativity of all its staff. It plans to have facades that reflect elements of engineering. It will use recycled products in its construction. UniMAP hopes that this will become a tourist attraction to UniMAP and Ulu Pauh.

7.32

As a tourist attraction, UniMAP will have a gallery an “electronic” Muzium where artifact of the University and research product can be kept and viewed. These would have historical and commercial values over time.

7.33

The nature Campus Ulu Pauh has allocated a wide space in the campus for its “Cultural Market”. It is here that students test out their entrepreneur skills; it is here too researchers and the society around can intermingle to market their products.

7.34

The Nature Campus also has facilities for the handicapped.

7.35

At Sungai Chuchoh, an Agriculturul Research Station would be set up. It is designed to accomodate modern research facilities based on biotechnology, tropical agriculture integrated farming, farming based on environmental control, developing bioactive products, agricultural entrepreneur and novel phenomena.

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7.36

In general, the department responsible for Campus development would be given the job of minimising damage to equipment and movable furniture by practicing continuous supervision and repairs.

Performance Indicators (PI) Staff Human Capital Development (PIMIS), Performance Indicators (PI) Student Human Capital Development (PIMIM) dan Performance Indicators (PI) Distributed Campus Development (PIKAT) 7.37

Performance Indicators for the Development of Humanc Capital for staff are : PIMIS1 PIMIS2 PIMIS3 PIMIS4

7.38

Performance Indicators for the Development of Human Capital for students are : PIMIM1 PIMIM2 PIMIM3 PIMIM4

7.39

Number of days that the staff attend courses in a year. Number of medals won in national sports competition. Percentage of Employees satisfaction. Average attendance of staff in activities organized by UniMAP.

Number of students that follow non-compulsory courses/programs organized by UniMAP. Number of competitions won at National level. Number of students attending activities organized by MPP. Average attendance of students attending activities organized by UniMAP.

Performance Indicators for the Development of Distributed Campus are : PIKAT1 PIKAT2 PIKAT3 PIKAT4 PIKAT5

Number of „Kampus Alam‟ sculptures constructed Number of artifacts found in the gallery and the engineering muzium Number of visitors/tourists visiting campus. Percentage of complaints on damaged properties Time taken to attend to complaints of damage.

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CHAPTER 8 CORE STRATEGY 6 : CONTRIBUTING TO THE GROWTH OF AGRO INDUSTRY IN THE NATION Introduction 8.01

On July 30, 2007 YAB The Prime Minister launched the action plan for the Northern Corridor Economic Region (NCER). The development of this Northern Corridor is expected to attract RM 177 billion in investments within the period of 18 years ( 2007-2025). It is a comprehensive and intergrative development ever planned by the government for the Northern Region of Malaysia (Northern Perak, Penang, Kedah and Perlis)

8.02

At initial stages the government will set up a condusive socio-economic enviroment in the region; and the public sector is expected to support by bringging in investments of various kinds. In this way, the government hopes to transform the present rural area into a modern and dynamic entity and to streghten the industrial sectors in towns and cities. It is expected that this plan can create employment for its 4.29 million population. The government also provides other incentives by providing grants, capital and soft loans for some sectors.

8.03 This action plan focuses on 3 economic cores : agriculture, manufacturing and service. It will develop those comprehensively during next 18 years. Perlis will become the Centre of Research and Development ( R&D) specializing in Biotechnology of international standard. Perlis is expected to produce “ Perlis Seeds “ of top-most quality and is also required to concentrate on growing plants which do not grow well elsewhere. It is hoped that these plants could produce top quality products through research activities. 8.04 UniMAP realizes that agriculture in malaysia cannot depend on the size of the form or land to increase its produce signficantly. It requires new findings to reduce waste and produce products that are innovative in order to improve productivity. Current Status 8.05

UniMAP, being proactive, forms Agrotechnology Development Unit in February 2007. It has a theme “ Teknologi Watan, Pertanian Mapan “.This Unit is responsible : 

to develop the green Campus of UniMAP of about 100 ha at Sungai Chuchoh, Padang Besar, Perlis. It begins by developing Agrotechnological Research Station and later it will expand using incubator concept and to a more comprehensive agro-research centre. 53

 





To put together experts through activities of R & D related to agriculture and food production.It includes modern agriculture, tropical agriculture, horticulture and biotechnology. To develop laboratories in the form of farming land which will become a practical ground for all units in UniMAP to use. This is in line with the general concepts of UniMAP, that is , a university with “hands-on” experience besides theory. To prepare and run activities that deal with technology transfer and the process of commercializing products which include technological verifications, test-bed, initial projects and licensing of intelectual properties. To establish a new school which is related to bioindustry in UniMAP.

The Future Direction Of Agro-industry in UniMAP 8.06

UniMAP will establish a new school that will offer the following programs:  Bachelor Degree in Engineering ( Biosystem Engineering)  Bachelor Degree in Agro-Tropical  Bachelor Degree in Agro-Bioteknology  Bachelor Degree in Agro-Enterpreneuring

8.07

Research projects in Agro-technology will be centered around the following:  Tropical agriculture  Integrated Farming  Farming based on environmental control  Bioactive products  Agro-entrepreneuring  Novel phenomena and most advanced

8.08

UniMAP will publish “Reading In Agro-technology” which will help in the teaching and learning of the subject. The articles in the publication will be written by local experts as well as that from overseas. Every writing will undergo editing by a panel of appointed experts.

8.09

UniMAP will form groups of researchers under several domains : Boitechnology, Bioprocess Engineering, Control Engineeering, and Tissue Culture technology. The group can also take advantage of the present research clusters in UniMAP.

8.10

The academic activities and research in Agro-industry in UniMAP will concentrate on applications of new findings.This will give an extra edge to the students in their competitive surroundings.It also helps in developing the industry. UniMAP is looking into :

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   

New designs in engineeering and technology which are in line with the local needs. Protecting and improving genetics that are related to production Innovation that increases productivity, efficiency and value Activities that have the following themes: (a) development of new products (b) zero waste industries (c) Technology and Management transfers (d) development of agro-entepreneurs (e) protection of natural resourches

Perfomance Indicators (PI) Expansion of local Agroindustry (PIAW) 8.11

The Perfomance Indicators for the expansion of home Agro-industry are : PIAW1 Setting up and operate Agro-technology Research Station of the UNIMAP Green Kampus PIAW2 Setting up of the school of Agro-technology PIAW3 No of academic programs offered PIAW4 No of qualified lecturers, especially those with Ph.D PIAW5 No of competent researches PIAW6 No of researhes papers that have been published in international journals PIAW7 No of research products that can be used or applied by the people who deal with agriculture PIAW8 No of research products that can be commercialized

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Chapter 9 STRATEGIC CORE 7: DEVELOPING ADMINISTRATIVE AND DELIVERY SYSTEMS AND GENERATING INCOME INTRODUCTION

9.01

The basic guidelines to administration, distribution system and fiscal management of UniMAP are much the same as those used in other universities.With the setting up of the University Board of Directors (LPU), check and balance is practiced between the shareholders and the university with more integrity and accountability.Many initiatives are taken to improve the delivery system so as to satisfy the share holders.Many commitees are set up to oversee and that have improve the finance of UniMAP.In general, UniMAP seeks systems that promote efficiency, effectiveness, transparency, integrity and accountability.

9.02

From before, UniMAP has an advantage of its infostructure and thus is able to have a very comprehensive ICT system.This has helped the administratrative and the delivery system to be more efficient. This is also true with the financial system.MAMPU of Jabatan Perdana Menteri has given its recognition to UniMAP‟s ICT system and has awarded the University with the “Anugerah Perdana Teknologi Maklumat 2004”.

9.03

From 2002-2006, UniMAP received RM 336, 257, 700 from the government to run its campus. This amount did not include the building of its Ulu Pauh Kampus. From the beginning, UniMAP has practiced prudent spending although it has to face some hitches along the way.UniMAP able to generate its own income of RM 13, 713, 335 from fees and other means during the period.

Current Status Administration 9.04

According to the University and University-College ACT (AUKU), UniMAP has to set up the University Board Of Directors (LPU) whose membership is chosen by the Minister Of Higher Learning. Several Committies are also set up to help the board run the University. They are: Finance Committee, Selection Committee, Auditing committee and Disciplinary committee.

9.05

With the presence of these commitees aiding the Board, the Board now can concentrate in making and monitoring policies. The functions of The University include : making-decision, making certification, advising and monitoring the management and administration teams from getting astray. The powers given to the Board include : the executive, acacemic, human resource management financial, entrepreneurial, legislative and power that deals with students affairs. 56

9.06

28 committees are placed under the office & Vice Chancellor.        

Senate University Management Committee University Integrity Management Committee University Implementation Management Committee Disciplinary Committee Council Members with Departments UniMAP‟s Competence Evaluation Board University Examination Board

To strenghten the integrity and the accountability of its Finance Management Unit. Several committees are set up:   

Finance and Account Committee Permanent Finance Committee Tender And Quotation Committee

Other than the above, UniMAP organizes talks and courses to its staff with the aim of improving their integrity and accountability as outlined in the National Integrity Plan (PIN) & Higher Learning. 9.07

UniMAP designs a unique work culture to create a condusive working enviroment. In line with this practice, UniMAP has adopted KNOWLEDGE, SINCERETY, EXCELLENCE as its core value. However, other values are also incorporated and practiced. UNIMAP hopes that in the future UniMAP can also practice the corporate culture. Some other components include:     

Integrity – Shouldering responsibilities with sincerity, trustworthiness and fairness Professionalism – To make knowledge acquisition of knowledge as a priority Team Spirit – (Self explanatory) Customer based service – Providing the best service to serve customers Employee–based service – being sensitive to the needs of the employees and their families and not ignoring that of the organization

9.08

UniMAP values all types of management styles as long as they are efffective towards the needs of the University. UniMAP believes in democratic and participative styles of management, councelling based management and objective focused style of management.; whenever applicable.

9.09

The culture of management of achievements gets the attention of UniMAP.It often holds strategic management workshops a least twice a year.These also become an avenue for the Top Management of UniMAP to meet the Deans, 57

Heads of Departments, other administrators to discuss several issues like the university‟s mission, vision and objectives, direction, strategic plans and Corporate Perfomance Indicators of the University KPI.Through these meetings UniMAP comes up with the latest Mision (To produce holistic Human Capital that contributes to the National Agenda and also that promotes competiviveness in the National Industries) and a Vision (to establish an Internationally Competitive Academic and Research Institution. The meeting also helps in producing documents like strategic planning of UniMAP 2004-2006, documents of direction of UniMAP strategic plan and Corporate KPI of 2008-2010.Courses that deal with achievements are conducted for the officers of the top echelons of UniMAP, Deans, Heads of Departments by exposing them the concepts of Balanced Scorecard. This scorecard is an approach to evaluating achievements of an organizations. Courses on KPI Model MAMPU are organized to the top of management, Deans, Heads of departments and all other administrators. 9.10

UniMAP also practices Fair Evaluation of the perfomance of its staff and also looks seriously into its employing and appointing systems.To apply for the job, candidates needs to fill up form in the portal and it is opened all year round.Employing the candidates depends on existing vacancies, qualifications and whatever specials skills the candidates have. The staff promotional process is done with care by a commitee. Views and evaluation of experts and specialist are sought especially for the promotion of Professors and Associate Professors. Recognitions of achievements in sports, academics, research, perfomances of individuals who excelled are done during “Meet the Vice Chancellor Programs” or during the “Malam Anugerah Seri Gemilang”.

9.11

Worker‟s Health and Safety Unit Of UniMAP has gained national recognititon. It was awarded “Anugerah Cemerlang Keselamatan dan kesihatan Pekerjaan Peringkat Kebangsaan 2007. It is an award of excellence.This unit is responsible to take care of worker‟s health and safety.It runs councelling programs and from time to time it circulates health and safety info to all.

9.12

UniMAP has estalished a strong tie with the locals.UniMAP does this through many activities, like going down to the “ground” programs, helping the society programs.(Cleaning of residential areas) and organizing publicity programs.UniMAP also has a good cordial working rapport with the media. Infact UniMAP enjoys special columns in main newspapers.

9.13

UniMAP is also involved actively in marketing itself. Some activities are : promotion, publicity, co-branding with many institutions and industries. It holds education seminars for parents, science-stream students (Forms 4-6), matriculation students, polytechnic graduates, councelling teachers and head of schools.UniMAP is also involved in promoting itself internationally. It encouragesits staff to take part in international competition. Today, UniMAP‟s

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portal can be accessed in Mandarin and Arabic The staff who are studying overseas are made to be little Ambassadors of UniMAP. Delivery System 9.14

To maximise the delivery system, UniMAP pays special attention to aspect of human communication on ICT. In this area, UniMAP has promoted many activities. They are :   



Key note address of Vice Chancellor that gives insights to various aspect of organizations and the direction UniMAP is heading in that particular year. Discussions of the Vice-Chancellor with Deans and Heads of Departments generate new ideas. This is done twice a week. Establishment of University Management Action Committee helps in spreading the decision made by LPU and the University Top Management: The members of this committee are: the University EXCO, Deans, Heads of Departments and Officers involved in the delivery system. The weekly meeting between the vice Chancellor and the staff provides the avenue for more information transfer between the Management and other workers.

9.15

The use of ICT is maximised. A portal is estalished as such so the students may have the opportunities to express their views and provide feed-backs to top administrators of the University: The portal with departments provides the opportunity for the students to communicate with Heads of Departments.

9.16

The use of ICT reduces hassles of bureaucracy. Therefore UniMAP :   

9.17

Registers students on-line. This can be done at home Sets up a one-stop-centre where students can settle their problems. These centres are placed in all residential colleges and thay are operates at the beginning and end of the semester. Provides an on-line Examinations results as well as provides the service of SMS (for results) to students.

The staff in all units are trained to prepare documents such as manual work procedure Fail as well as Table File. This is done to ensure the service prouduced is effective as well as transparent. From 2007, UniMAP is keen to get ISO certification for all the processes that deal with students and EAC and Washington Accord Certification for its academia. All of these are done in the hope that UniMAP could produce world class engineers trained by “hands-on” procedures.

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9.18

One-stop-centre for certifications of all types of data is set up through the formation of Information and strategic Data Committee. It certifies information like that of the recognition of IPTA ( SATERA), other information requested by the Ministry and other goverment agencies. In 2007, UniMAP has produced 2 editions of INFO UniMAP through the Academic Management Section.

Financial Source 9.19

In 2007, UniMAP received on RM 120, 196,500 from the Federal Government for administration of the university RM 61, 800.00 for the development of the university.

9.20

In the same year, UniMAP generated RM 10,047,320 from the fees and other sources.

9.21

UniMAP has set up a Development for life Unit that looks for sources within university that could generate income.

Future Direction Administration 9.22

UniMAPs plans to get certification of ISO 9001 : 2000 for its Academic Administrative System and ISO 17025 for its Lab quality.

9.23

UniMAP plans to promote “knowledge” culture within its management and administrative staff. This is done so that the non-academic staff can do research especially on the overall “health” profile of UniMAP. To achieve this, UniMAP organizes courses on Research Methodology and Data Analysis. At the end of the year, these personnel are expected to present their research products in a seminar (UniMAP Corporate Research Seminar). The results from these are used in many decision making precess in UniMAP. This is a more scientific and relevant approach.

9.24

UniMAP will set up a committee to promote the startegic plan and KPI among its staff. The committee is Strategic Planning Monitoring Committee which is chaired by the VC and its members are proposed by the Deans and Heads of Departments. Meanwhile, the Strategic Palnning and KPI Action Committee is headed by representative of Deans, Heads of Departments and Units. Its members are appointed by the Deans and Heads of Departments .

Delivery System 9.25

UniMAP builds a website in UniMAP‟s portal. This is done to display all strategic info and KPI so that it would improve the info-collection and display system. With

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the help ICT Centre, it is expected that all info of UniMAP could reach all those who are concerned by the year 2000. 9.26

UniMAP will improve the counter service especially for the One-Stop-Centre for the students and counters that deal with services provided by the Deveoplment Department and The Financial Department of UniMAP to the public.

Financial Souce 9.27

Between 2002-2010, UniMAP is expected to generate income to pay 15% of its administrative expenditure. Between 2011-2015 the University is expected to pay 20%. To realize this, the Corporate Development Unit will get the doument “ Guide to Corporate Development” from LPU and set up the Investment Committee at the level of LPU, and request for permission from the Ministry of Higher Learning and the Ministry of Finance to set up UniMAP Holdings (Malaysia) Sdn. Bhd or (UH) (M) Sdn. Bhd SB. With this, all business activities from companies related to U.H (M) SB can function. Hopefully UH (M) SB will be set up in the first phase of 2009.

9.28

The Centre of Industrial Collaboration and development for life Unit will offer the service of their expert personnel to industries and society.

9.29

UniMAP will be actively involved in marketing the research products.

9.30

UniMAP will encourage the practice of prudent spending through running campaigns continuously to encourage reduction of utility costs by the administrative wing of the university. The Department of the Bursar will monitor the schools, departments and Units.

Perfomance indicators (PI) Administration (PITU) Delivery Syatem (PIDS) and Financial Source (PIKE) 9.31 Perfomance Indicators (PI) Administration (PITU) delivery System (PIDS) and Financial Source (PIKE) PITU1 Obtaining certification of IS0 9001 : 2001 for the Academic Administration System in 2008 PITU2 Obtaining IS0 certification to ensure lab quality (such as IS0) 17025) PITU3 No of courses in Research Methodology and Data Analysis PITU4 Number of reserach Papers presented in UniMAP Corporate Research Seminars PITU5 Setting of Strategic Planning and Monitoring Committee and KPI UniMAP and Strategic Planning and KPI UniMAP Action Committee

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9.32

Perfomance Indicators for the Delivery Systems (PIDS) are: PIDS1 No of strategic info and Perfomance Indicators that are found in the Portal & UniMAP PIDS2 No of hours and days that the students‟ One-Stop-Centre operates PIDS3 No of students using the service of One-Stop Centre PIDS4 Percentage of satisfaction level of students PIDS5 Percentage of satisfaction level of the suppliers

9.33

Performance Indicators of financial source are : PIKE1 PIKE2 PIKE3 PIKE4

Percentage of arrears of Fees Income obtained through the services of UniMAP‟s expertise No of Research products which are commercialzed Generation of income amounting to 15% of the yearly allocation of the university PIKE5 Percentage of cost saving of utilities PIKE6 Setting up UH (M) SB in the phase of the year 2009

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Chapter 10 CLOSE

10.01 As a new university, it must have a very sound base to grow from if it wishes to be excellent in academia, research and internationalzation. Besides the 3, other components must also be given equal attention if the university wishes to be on the international stage by 2020. Therefore, it is only pertinent that the university concentrates on the development of its human capital: staff and students. 10.02 New schools will be set up after discussions with all university‟s shareholders. The setting up of the new schools will take into account the long-term needs of individuals, families and society. The new programs have some aspects or differentiations so as to strengthen the spirit of competitivenes of students. 10.03 UniMAP‟s development must be congruent with the national development and policy. As required by the Development of NCER, UniMAP will develop the area of agro-industry with a strong lean to the local needs. 10.04 UniMAP takes into account the needs of its shareholders, students (local and international) in the development of its infrastructure. It also reflects the concept of distributed Campus made up Nature Campus, City Campus and Green Campus. 10.05 The Nature Campus in Pauh is designed to be tourist-friendly. It is also a place where students and university personnel intract with the locals through business activities. This place provides the opportunity for the students and researchers to sell their research products especially that of agriculture. 10.06 In order to be continuously competitive, the members of the University‟s staff must give their total commitment in implementing their duties. They are expected to do so with knowledge, sincerity, excellence and intergrity besides other exceptable worldly values, such as believing in God. 10.07 All university staff must practice the concept of spending prudently. The use of public money must be accountable and transparent.

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