centre for transformation, strategic and risk planning...
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Centre for Transformation, Strategic and Risk Planning (TSR)Bangunan Canselori, Universiti Malaysia Terengganu (UMT)
21030 Kuala Nerus, TerengganuTerengganu Darul Iman
2019
UMT STRATEGIC PLAN 2018-2022
© 2019 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical including photocopy, recording or any information storage and retrieval system, without permission in writing from Director, Penerbit UMT, Universiti Malaysia Terengganu, 21030 Kuala Nerus, Terengganu, Malaysia.
Hak Cipta Terpelihara © 2019. Tidak dibenarkan mengeluar ulang mana-mana bahagian artikel, ilustrasi dan isi kandungan buku ini dalam apa juga bentuk dan dengan apa cara sekalipun sama ada secara elektronik, fotokopi, mekanik, rakaman, atau cara lain sebelum mendapat izin bertulis daripada Pengarah, Penerbit UMT, Universiti Malaysia Terengganu, 21030 Kuala Nerus, Terengganu, Malaysia.
Published in Malaysia by / Diterbitkan oleh
Penerbit UMT, Universiti Malaysia Terengganu, 21030 Kuala Nerus, Terengganu, Malaysia.
http://penerbit.umt.edu.my E-mel: [email protected]
Perpustakaan Negara Malaysia Cataloguing-in-Publication Data
Universiti Malaysia TerengganuUMT STRATEGIC PLAN 2018-2022.ISBN 978-967-2320-38-81. Universiti Malaysia Terengganu--Planning--2018-2022.2. Education, Higher--Aims and objectives--Malaysia--Terengganu.3. Strategic planning--Malaysia--Terengganu.4. Education, Higher--Planning--Malaysia--Terengganu.5. Government publications--Malaysia.I. Title.378.10709595122
Set in Myriad Pro
Reka bentuk dan Reka Letak : Penerbit UMT PKK UMT
Dicetak oleh:
Percetakan Yayasan Islam Terengganu Sdn. Bhd.Lot SK. 53Kawasan Perindustrian Gong Badak21300 Kuala NerusTerengganu.
Foreword by the Chairman of UMT’s Board of Directors (LPU)Preamble by Vice Chancellor
Executive Summary Background of UMT
IntroductionThrusts of UMT Strategic Plan 2018-2022
Preparation Process of PSUMT 2018-2022Implementation and Monitoring
Philosophy, Vision, Mission, Niche Area and Slogan UMT Core Values
UMT Strategic Plan 2018 – 2022 FrameworkThrusts of UMT Strategic Plan 2018-2022
Thrust 1: Talent EmpowermentThrust 2: Excellence in Learning and Teaching
Thrust 3: Student's DevelopmentThrust 4: Research and Innovation Excellence
Thrust 5: Spearheading Knowledge Transfer and Industrial NetworkingThrust 6: Global Prominence
Thrust 7: Financial Sustainability Thrust 8 : Enhancing Image
Conclusion Appreciation
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CONTENT
Alhamdulillah, all praise to Allah, with His permission and bounty, this UMT Strategic Plan (PSUMT) 2018-2022 has successfully been created with the continuous effort of UMT workforce.
Since 2015, the Government has implemented a dynamic higher education transformation to support current challenges in education today. For instance, the new global trend of digital technology or better known as the Industry Revolution 4.0 (IR 4.0) needs to be interpreted as an opportunity and act as the focal point for the university to plan for more industry-driven activities. What is more important is UMT’s readiness in utilizing opportunities to make university-industry networks more congruent.
Indeed, aspirations contained in the UMT Strategic Plan (PSUMT) 2018-2022 are achievable with the concerted action of all stakeholders in creating a more brilliant education system. UMT is very committed to this forethought and through this document, UMT plays a vital role in supporting and implementing the government’s aspirations so that the human capital produced is balanced and holistic, embedded with an entrepreneurial mind set, competent and competitive.
As the representative of the University’s Board of Directors, I would like to convey my heartiest congratulations to all who has contributed in making this book a success. PSUMT 2018-2022 is viewed as an official document that embraces the Malaysia Education Blueprint 2015-2025 (Higher Education) and a salient continuity of PSUMT 2013-2017 with some improvements in achieving Malaysia’s higher education and more particularly, UMT’s vision and mission.
Finally, it is hoped that UMT’s workforce can appreciate the essence in PSUMT 2018-2022 and make it a source of reference in implementing and developing university’s policies to accomplish the vision and mission of UMT.
TAN SRI DATO’ SERI (DR.) HALIM BIN MOHAMMADCHAIRMANBOARD OF DIRECTORSUNIVERSITI MALAYSIA TERENGGANU
Foreword by the Chairman of UMT’s Board of Directors (LPU)
"Global trend of the new digital technology or better known as
the Industrial Revolution 4.0 (IR 4.0) needs to be interpreted as opportunity and should be the university’s focal point in
planning the action to become more industry driven"
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Preamble byVice ChancellorPraise be to Allah, for His consent, together, we have successfully prepared a five-year plan, which is translated in Strategic Plan UMT (PSUMT) 2018-2022.
The dynamics of higher education ecosystem are in line with the Industrial Revolution 4.0 (IR 4.0) era, which requires UMT to be as competitive and at par with other prominent universities.
Therefore, PSUMT 2018-2022 is formulated to adapt changes matched with the national agenda to be underpinned by eight main thrusts, combined with 27 strategic objectives and 80 initiatives as well as 43 Key Performance Indicators (KPI) to assess the achievements. Additionally, to ensure UMT continues to be relevant with the current needs, the industry’s engagements especially in learning and teaching, as well as students’ development and research and innovation must be strengthened and these have been demonstrated through PSUMT 2018-2022.
PSUMT 2018-2022 incorporates aspirations and planning that can propel UMT’s achievements at the national and international level. UMT will ensure its position within various rating systems will continue to rise in ensuring UMT’s prominence in national and international higher education.
Finally, I am optimistic that all UMT workforce is committed in working together and steadfast in making our Strategic Plan UMT (PSUMT) 2018-2022 as a milestone in driving UMT towards becoming the best marine-focused university in the world, which is globally respected. Let’s continue to be persistent in manifesting all of these plans in order to elevate UMT to be the best.
UMTSohor!
PROF. DATO ‘ DR. NOR AIENI BINTI HAJI MOKHTARVICE CHANCELLORUNIVERSITI MALAYSIA TERENGGANU
"to ensure UMT remains relevant with the current
needs, the industry’s involvement and roles in
learning and teaching, students’ development and research innovation need
to be strengthened and it is transmitted through PSUMT”
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Universiti Malaysia Terengganu’s (UMT) aspiration to lead the country’s marine sciences and aquatic resources and to be renowned globally underpins the formulation of PSUMT 2018-2022. This strategic plan is in line with the Malaysia Educational Blueprint 2015-2025 (Higher Education). The next five years of planning still maintains its vision of becoming a premier marine-focused university in Malaysia and respected globally. UMT has a grand mission in generating knowledge for the well-being of the community and sustainability of our nature.
PSUMT 2018-2022 is scaffolded by the eight major thrusts relevant to UMT's function as a dynamic, competitive, knowledge-driven organization, which are parallel with national vision. These eight thrusts are Talent Empowerment, Excellence in Learning and Teaching, Student's Development, Research and Innovation Excellence, Spearheading Knowledge and Industrial Networking, Global Prominence, Financial Sustainability and Enhancing Image. These are strengthened by 27 Strategic Objectives (SO), 80 initiatives as well as 43 key performance indicators with appropriate dynamic action plans.
Executive Summary
The monitoring method is streamlined to ensure the effectiveness of its implementation through the Key Performance Indicators (KPIs) that have been synergized with the Ministry Key Performance Indicator (MKPI). In addition, every strategic thrust has a chairperson who is in charge to ensure that each core plan is implemented properly.
UMT has also developed five core values that are endorsed and should be valued by UMT’s workforce to ensure unity and understanding in achieving excellence. These core values are Passion for Truth, Pursuit of Excellence, Empowerment for Academic Leadership, Respect for Collegial Diversity and Nurturing Love for Nature.
PSUMT 2018-2022 discloses the commitment and vision of UMT’s workforce. Solid support and involvement of all in implementing the strategic plans will ensure that we are moving in the direction of excellence in line with its vision and mission.
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Leading Global University in
Marine Sciences and Aquatic
Resources and Renowned
Internationally
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Located on the coast of the South China Sea, Universiti Malaysia Terengganu (UMT) started off as a Fishery and Oceanography Center under the auspices of Universiti Pertanian Malaysia (now known as Universiti Putra Malaysia). It started operating in 1979 at Mengabang Telipot, Kuala Terengganu and served as training facilities for students of Fisheries and Marine Science Program as well as providing research facilities to lecturers.
In June 1996, Pusat Perikanan dan Sains Samudera was upgraded as a UPM branch campus known as Universiti Pertanian Malaysia Terengganu Branch (UPMT). Through this restructuring, the Faculty of Fisheries and Marine Sciences, UPM was transferred from Serdang to Kuala Terengganu and rebranded as the Faculty of Applied Science and Technology. In addition, the Faculty of Science and Matriculation Centre was also set up in this branch.
The Cabinet in May 1999 approved the establishment of Terengganu University College (KUT) as a UPM associate campus. Subsequently, on 1 May 2001, KUT was authorized to be autonomous and rebranded as Kolej Universiti Sains dan Teknologi Malaysia (KUSTEM). The establishment of KUSTEM was in line with the government’s aspiration that this college was to be the leader in science and technology.
On February 1, 2007, history was made when KUSTEM was upgraded as a full-fledged university, known as the Universiti Malaysia Terengganu (UMT) through Universiti Malaysia Terengganu (Perbadanan) Order - (P.U. (A) 27/2007).
Background of UMTGPS Coordinate: 5° 24' 27.1001" N 103° 5' 16.8" E
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1979
1996
1999
20012007
Branch
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Ocean of Discoveries for Global Sustainability. The slogan of Universiti Malaysia Terengganu suggests that the aspirations of the university to become a world-renowned marine-focused university and being respected globally with the mission of generating knowledge for the well-being of the community and the preservation of nature.
Facing the fast-paced era, UMT needs to be alert and up-to-the-minute. As a developing university, UMT needs to be smart in planning to stay abreast and stand up at par with other prominent universities. The aspiration, determination and goal are portrayed through the UMT Strategic Plan
2018-2022 and will be realized through a systematic implementation.
UMT Strategic Plan 2018-2022 is a joint planning that was formed as a result of input from the entire UMT workforce and stakeholders. It is a continuation of implementing the plans from the past five years (2013-2017) where all the deficiencies and constraints identified have now been improved and adapted to the current shift. To ensure sound implementation of PSUMT 2018-2022, this document will also be substantiated by UMT Marine 4.0 Blueprint.
Introduction
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In line with current needs, UMT through this new strategic plan focuses on eight major thrusts namely, Talent Empowerment, Excellence in Learning and Teaching, Student's Development, Research and Innovation Excellence, Spearheading Knowledge and Industrial Networking, Global Prominence, Financial Sustainability and Enhancing Image.
The needs of talents as human capital is one of the main foundations that will ensure that all plans can be implemented. Through this strategic plan, the focus is on the agenda of empowering talents, whether academic and supporting staff to empower them to be more competitive, creative and excellent, which ultimately can specialize in their own particular fields.
Learning and teaching are the bread and butter of a university. This thrust emphasizes on well-balanced and highly-skilled students who can be highly employable. To ensure this goal is achieved, emphasis is given on the quality of the program of study, industrial involvement as well as high quality online teaching and learning methods.
Student Development aspect is complementary to the teaching and learning process in producing a holistic and balanced holistic student through a formal and non-formal learning experience, in line with current needs. Research and innovation is also an essential tradition for a university. The focus of this core is for students to explore and discover new knowledge, conduct technology development in studies and product development as well as to be ready to transfer knowledge to the community and a variety of stakeholders.
Knowledge Transfer is another role that a university needs to play. Research and innovation will be more valuable when it can be shared with the community, industry and country’s development. Of late, translational investigations benefit the community directly and this becomes one of the national agendas.
UMT needs to be more prominent as a global player to continue to compete and stay relevant. Thus, the empowerment of internationalization activities should be given a high priority in terms of increasing the number of international students and lecturers and widening international networks through research, learning and teaching activities as well as cross-cultural programmes.
The Financial Sustainability thrust focuses on UMT’s strategy on generating its own income for its continuing operations without depending on the government’s financial resources per se. Various income-generating opportunities have been identified specifically through endowment and waqaf, investment, commercialization of research products, consultation, asset and university facilities leasing as well as savings practices.
Finally, all the expertise, uniqueness, achievements and successes that have become UMT WOW Factors need to be highlighted globally. In order to strengthen the image of UMT, attention is given to some strategies such as improving rankings in university rating systems such as QS University Ranking, Webometrics, MyRA and SETARA. In addition, UMT strengthens its promotion and publicity strategies both nationally and internationally.
Thrusts of UMT Strategic Plan 2018-2022
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tabled, discussed, refined and polished for more robust results. Through this workshop, UMT also listed strategic objectives, strategic programmes and KPIs for each core.
Throughout October and November 2017, UMT through TSR held eight series of workshops to refine the eight strategic thrusts. Through these sessions, the results of the previous workshops were reviewed and streamlined while each KPI was placed on an annual target. In addition, each core had also provided a proposed action plan or project that will be implemented to support the KPI targets.
At the end of November 2017, TSR team started to work on the layout and draft the UMT Strategic Plan 2018-2022. The refined draft was then brought to the University Management Meeting (MPU) on 10 June 2018 and subsequently approved by the Board of Directors’ Meeting (LPU) on 25 September 2018.
Preparation Process of PSUMT 2018-2022UMT has mandated the Centre for Transformation, Strategic and Risk Planning (TSR) to coordinate the preparation of PSUMT 2018-2022. Adhering to the principle of togetherness in decision making, UMT has engaged representatives of every category of staff, students and stakeholders within and outside UMT to gather their inputs and views. Starting with the Brainstorming Session with UMT Professors in November 2016, continued by another 10 sessions from January - August 2017 with representatives among lecturers of all schools, Management and Professional and support staff, students and industry representatives.
Various inputs obtained from the brainstorming session were analysed and then discussed during PSUMT 2018-2022 Workshop Series 1: Discussion with Management and Professional Staff on 13-14 August 2017.
On 20-23 September 2017, UMT held a PSUMT Workshop 2018- 2022 Series 2: Discussion with UMT’s Senior Officers. During this platform, results from previous workshops were
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University governance plays an important role in the implementation of a university’s strategic plan. UMT, being a dynamic and competitive university, constantly reviews and improves its governance system, realizing that it is an important mechanism which facilitates the implementation of all the plans outlined in 2018-2020 UMT Strategic Plan.
Current changes and needs led UMT to implement organizational structure alignment. This measure was taken to enhance the efficiency of UMT’s management and administration, further enabling UMT to fulfil its vision of becoming the nation’s leading marine-focused university that is also well-respected globally. This initiative is also in line with the concept of lean management for increasing value-added and quality on a continuous basis.
The rationales for the organizational structure alignment are several, namely to strengthen the niche areas by clustering together academic programmes having similar
scope of knowledge; to synergize lecturers’ expertise in similar fields to increase UMT’s visibility, particularly in the niche areas; to reorganize the main departments, divisions, sections and units according to their functions to avoid duty overlapping or repetition; and to ensure proper assignment of human resource with specific job functions, which will optimize the use of personnel and warrant more efficient financial management.
In conclusion, UMT’s organizational structure alignment is part of the initiative to support UMT Strategic Plan 2018-2022. The alignment is hoped to trigger a change in UMT working culture and increase the efficiency and effectiveness of the overall operation of the university. With its implementation, UMT will be able to continue showcasing its strength in the niche areas of marine science and aquatic resources.
Organizational Structure Alignment Supports the Implementation of 2018-2022 UMT Strategic Plan
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All eight core thrusts of UMT Strategic Plan (PSUMT) 2018-2022 have taken into account the perspectives and needs of all stakeholders. It is therefore the responsibility of all UMT members to appreciate, support and implement this strategic plan successfully. To ensure that this strategic plan is carried out in a more focused and effective manner, an implementation and monitoring approach has been structured and arranged systematically.
The monitoring process will be conducted each quarter by the Center for Transformation, Strategic Risk and Planning (TSR). Quarterly reports on the implementation of each initiative based on Key Performance Indicators (KPIs) will be
reported by the Chairman of each Thrust, who are officially appointed by UMT’s management. These records and monitoring results will be prepared by TSR to be reported to university management.
PSUMT 2018-2022 will also support the aspirations of Malaysia’s higher education excellence based on other key achievement mechanisms such as the Ministry Key Performance Indicator (MKPI), QS World University Rankings, MyRA and SETARA.
Implementation and Monitoring
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Philosophy, Vision, Mission, Niche Area and Slogan
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UMT CORE VALUES
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Core Value 1: Passion for Truth
Core Value 2: Pursuit of Excellence
This core value intends to foster a strong belief in truth. This belief needs to be manifested in the process of seeking knowledge (research), delivering knowledge (teaching), and sharing and transferring of knowledge.
Research using good science is the basis of finding the truth. Academics should situate the truth as the main agenda in the career. They should continue to explore the truth. Truth is core for a scholar.
Academics need to share knowledge (truth) with fellow colleagues via intellectual discourse, seminar and conferences
as well as through scientific writing. The contributions by fellow colleagues must always be acknowledged as a source of reference.
Academicians should transmit knowledge (truth) to students and communities (government, industry and community). Accurate facts and information should always be prioritized. This can be done remarkably when we focus on our own areas and expertise.
Academician is the knowledge bearer for oneself, students and the community. Leadership is not limited to university (local) level, but needs to be further enhanced to national and global levels. Academic leadership is universal with high integrity and becomes the source of true knowledge. Academic leadership can be strengthened through exploration of the uncharted sphere of knowledge. New knowledge has to be proven truth, and is always communicated to colleagues of the same specialisation.
Academic leadership involves the process of searching, gathering and delivering knowledge to stakeholders (colleagues, students and the community) through various scientific and educational approaches. Therefore, one of the basic tasks of academics is the professional and academic enhancement.
Academic leadership among fellow colleagues is a type of leadership in academic organizations, NGOs (academics)
Excellence is the highest quality that can be achieved by an individual or institution on his/her contribution. It is closely related to high commitment, intellectual ability and experience. If the contributing capacity is enhanced, excellence will also increase.
To pursue excellence, every workforce needs to cultivate the passion and love of knowledge and being responsibility and trustworthy at work. This spirit needs to be manifested in the form of high quality output.
In the academic world, excellent results range from
thoughtful ideas, quality research and high intellectual ability. Academicians should always sharpen their intellectual ability all through their career.
Excellence is a level of quality in our doings. We need to pursue excellence through the process of continuous improvement, tapping new knowledge, using the latest search and presentation approaches. This effort can be achieved through a ‘lifelong research’ approach.
Core Value 3: Empowerment for Academic Leadership
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The university which focuses on marine science and aquatic resources has the responsibility to pay the highest attention to the health of our environment. Hence, UMT workforce is required to instill strong beliefs on the importance of preserving the environment, natural heritage, and sustainable use of natural resources. We need to be the lead on the issues of natural conservation and sustainable development approach. The process of being passionate towards nature needs to be implemented by all through:
a) academicians are to explore the idea of sustainable science that form the philosophy of sustainable development;
b) professional and support staff are exposed and involved in various programmes and activities involving environmental conservation, and developing community awareness of the importance of environmental health; and
c) students who are constantly exposed to environmental science and sustainable development. They are the young leaders and future leaders who will pioneer the idea of sustainable development by balancing the development in our environment.
Core Value 5: Nurturing the Love for Nature
In the academic world, collegial diversity means all academics or scholars. They have expertise in the fields of science - social science, science and medicine. Therefore, academic professions have the same functions and goals (researching, teaching and sharing knowledge), they differ in educational background and knowledge diversity. In this context, understanding and respecting collegial diversity is the basis of an excellent cultural academic union.
Academicians should hold on to some of the following principles of collegial diversity:
a) mutual respect for diversity of knowledge, knowledge-seeking approach and knowledge interpretation by colleagues;
b) celebrate academic discourse that holds the diversity philosophy - argues prudently and respect contradictory views;
c) always believe that we can not master all knowledge, therefore should strive to share knowledge for the good of the universe;
d) all are encouraged to work as a team and also inspire and reinforce the process of knowledge sharing; and
e) multi and trans-discipline knowledge can only be developed based on the sharing of expertise and diversity of knowledge.
Core Value 4: Respect for Collegial Diversity
and various programmes of research. This leadership can be expressed in the form of academic management, team leadership, and scholarly contribution.
Academic leadership to the community is more of a ‘public intellect’ than the state thinker’s perspective, policy influences and technical advice (consultations).
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UMT Strategic Plan 2018 – 2022 Framework
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Rationale for Geometrical Shape• The round framework symbolizes comprehensive and dynamic planning with the spirit of strong teamwork and harmony.
• Partial rectangular and pyramid combination with flexible surfaces and pedestal represent the eight strong yet dynamic (flexible) core in line with current changes.
• Arrow symbols at the end of the partial-rectangular and pyramid symbolize each core that focuses on clear goals and objectives to achieve a predetermined vision.
• The ship’s steering wheel highlighted UMT’s prominence as a leading university of marine science and aquatic resources. It also symbolizes UMT’s good management and glorious future.
RedRepresents the Talent Empowerment thrust. It symbolizes the enthusiasm and courage of the academic talent and support when carrying out their responsibilities which are the driving force behind UMT’s excellence. It also shows that all challenges can be overcome in pursuit of excellence.
Blue Represents the Excellence in Learning and Teaching thrust where it symbolizes intellectuality, success, confidence and calmness which are the characteristics that must exist in students and lecturers in the learning and teaching process.
Purple Represents the Student's Development thrust that symbolizes the spirituality, intelligence and visionary which are aligned with the university’s desire to produce holistic, balanced and intelligent students.
Orange Represents the Research and Innovation Excellence thrust that highlights the energy, creativity and innovation of UMT researchers to continue producing quality research that will propel UMT.
Brown Represents the Spearheading Knowledge and Industrial Networking thrust. It symbolizes balance, stability and close friendship the university has with the industry and the community through knowledge transfer activities as well as industry networking all done as part of UMT excellence.
Yellow Represents the 6th thrust, Global Prominence. It symbolizes something that shines and draws attention. This color shows UMT is optimistic that it can join the international ranks with its abilities in many aspects.
Green Represents the 7th UMT thrust, Financial Sustainability, symbolizing the peace and sustainability which translates to UMT’s sustainable financial position to support any programs and activities without relying on government resources.
Silver Represents the Enhancing Image thrust that shows something of a high value, expensive and famous. This color is best to describe the image of UMT as the leading maritime university.
White In the center of this frame illustrates purity, harmony, unity and togetherness of all UMT people in implementing all plans to achieve UMT’s vision and mission
Black On the outer ring of the ship’s steering frame symbolizes courage and gallantry to steer UMT against all challenges and towards glory.
Rationale for Colours
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Talent EmpowermentTHRUST 1
Human resources are the main pulse of an organization that needs to be built and managed strategically in ensuring UMT plan to achieve its vision and mission. Therefore, the Talent Empowerment Thrust was developed comprehensively with emphasis on the three key aspects of empowering outstanding academic talents, surging the excellence of academic support talent and strengthening talent governance.
The main goal of this thrust is to highlight the reputation of dynamic, competitive and multifunctional academic talents and academic support talents to become a specialist in their respective niche area at national and international levels. Thus, strengthening governance is expected to assist UMT in fostering high performance work culture through the development of talent recruitment modules as well as the preparation of a succession plan to support the UMT’s aspiration in achieving world-class university status.
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OS1: Outstanding academic talent is the cornerstone of a university that can drive excellence and build up its image at the international level. Outstanding academic talents can also become an initiator to produce excellent students
and produce high-impact research. The uniqueness of academic talents will propel them as experts at national and international levels.
EMPOWERING OUTSTANDING ACADEMIC TALENT
Intensify the involvement of academic talent with industries to polish their diversity potential by attending training in their respective fields.
Highlight academic talent expertise in their respective fields at national and international levels.
Increase the number of outstanding academic talents recognized as professional practitioners by professional bodies.
Increase the number of academic talents as champion / top talent in four functional areas through Training of Trainers.
1
2
3
4
INITIATIVES
MONITORING METHODS1. The percentage of academic talents undergoing attachments in the industry for at least six months (cumulative)2. The percentage of academic talents appointed as consultants by government, private agencies or NGOs at national and international levels3. The percentage of academic talents recognized as professional practitioners by professional bodies4. The percentage of academic talents recognized as champion / top talent
5% 10% 15% 20% 25%
KPI: Percentage of outstanding academic talent
2018 2019 2020 2021 2022
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OS2:To empower the role of academic support talent, UMT will upsurge their excellence using structured development
programmes which will make them to be recognized as experts in their respective areas.
UPSURGING THE EXCELLENCE OF ACADEMIC SUPPORT TALENT
Maximize academic support talents’ competence through the provision of systematic training based on competency and according to functionality.
Appoint excellent academic support talent as a consultant / speaker / coach at national level.
Encourage innovation and creativity in management by stimulating passion for research among academic support talent.
1
2
3INITIATIVES
MONITORING METHODS1. The percentage of trained academic support talent based on competency according to functionality2. The number of academic support talent to be a consultant/ speaker / coach at the national level3. The number of innovation and creativity projects produced by academic support talent
25% 40% 50% 65% 80%
KPI: The Percentage of academic support talent recognized by their abilities
2018 2019 2020 2021 2022
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OS3:The excellence of talent is very closely related to efficient, steady and systematic talent management resources. Continuity of excellence at UMT is dependent on the sustainability of outstanding talent that meets the current
and future needs. Realizing the fact of source limitations, UMT will optimize the use of existing talent with more dynamics as well as the use of more online platform to complete works in line with IR 4.0.
STRENGTHENING TALENT GOVERNANCE
Maximise the university’s management efficiency by integrating online management system.
Develop structured competency modules based on job schemes and execute ongoing professional development programmes as the basis of efficiency assessment.
Strengthen the module of recruitment and talent retainment to be comprehensive and dynamic based on the university’s recruitment.
1
2
3
INITIATIVES
MONITORING METHODS1. The number of integrated management system2. The number of structured training modules developed3a. The percentage of the development of Continuous Professional Development (My CPD) System3b. The percentage of the development of Talent Recruitment and Retainment Module
30% 40% 50% 60% 70%
KPI: Percentage of online governance implimentation
2018 2019 2020 2021 2022
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Excellence in Learning and TeachingTHRUST 2
In order to educate, train and produce knowledgeable and skilled graduates, UMT is committed to provide quality and innovative programs of study in line with the UMT niche area that emphasize on marine science and aquatic resources. The process of producing quality graduates is a continuous process that begins with the selection of potential students, learning and teaching activities and also monitoring process and interventions. Therefore, this Thrust of Excellence in Learning and Teaching is designed with the consideration
of the quality of students, students’ employability rates and lifelong learning.
Among the initiatives set out to realize the success of this trust are the implementation of Graduate Employability Blueprint, offering high-impact, relevant and industry-focused programmes, lifelong learning programmes and strengthening the monitoring process of student achievement so that quality graduates can be produced.
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OS1:Admission of quality students is essential to produce competitive and excellent graduates for local and global markets. Quality students have a high degree of knowledge and they will be able to become first-class graduates,
increase the rate of employability and graduate on time. In order to attract excellent students into UMT, strategic collaboration with relevant agencies and institutions needs to be implemented more aggressively.
INCREASE ADMISSION OF HIGH QUALITY STUDENTS
Establish smart partnerships with other educational institutions such as Matriculation Centres, Colleges, selected schools with Form 6 and Public and Private Universities with diploma programmes.
Intensify STEM mentoring-mentors in high-performance schools.
Increase the minimum entry requirements for undergraduate programmes.
1
2
3INITIATIVES
MONITORING METHODS1. The number of programmes with Matriculation Centres, Colleges / Form 6 and Public and Private Universities2. The percentage of students from high-performance schools enrolling in STEM-based Foundation programme at UMT3. The number of undergraduate programmes where minimum entry requirements have been increased
60% 70% 80% 90% 100%
KPI: Percentage of students enrolled with CGPA > 3.0
2018 2019 2020 2021 2022
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OS2:In order to produce graduates who meet the demands of the job market, UMT emphasizes the supply of high impact, relevant and industry-focused programmes in line with the Industrial Revolution 4.0 (IR 4.0). Interaction between programmes and industries allows the curriculum of UMT
program to be always comprehensive and in line with current developments. Meanwhile, UMT graduates who are equipped with the latest knowledge will make them more competitive and marketable in the job market.
INCREASE STUDENTS’ EMPLOYABILITY
Intensify the implementation of Graduate Employability Blueprint that aligns with the National Graduate Employability Blueprint.
Offer high impact, relevant and competitive programmes through industry involvement, application of IR 4.0 elements, enhancement of 2u2i programmes and twinning degree programmes with world-renowned universities.
Strengthen the industry-based curriculum by involving industry players as instructors for each program.
Intensify the organization of programmes at the schools with famous CEO@Faculty.
Increase the level of English proficiency among students through implementing related activities through the English Learning Center (ELC).
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2
3
4
5
INITIATIVES
MONITORING METHODS1. The percentage of implementation for the programmes that based on Graduate Employability Blueprint2a. The number of programmes with 2u2i concept 2b. The number of programmes with IR 4.0 elements2c. The number of twinning programmes (joint / dual degree)3. The percentage of programmes with instructors from the industry practitioners4. The number of programmes involving CEO@Faculty 5a. The number of programs carried out by the English Learning Center (ELC)5b. The percentage of students joining the programs done by the English Learning Center (ELC)
70% 75% 80% 85% 90%
KPI: Percentage of graduate employability
2018 2019 2020 2021 2022
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OS3:Lifelong Learning (LL) is a democratization of education encompassing formal and informal learning processes in the university and is more flexible than conventional studies. LL provides an opportunity for individuals to improve their education regardless of time and place via general graduation of credit accumulation.
In addition, LL recognizes the individual work experiences by aligning those experiences with related courses for the purpose of awarding a degree.
EMPOWER LIFELONG LEARNING
Introduce the enrolment of undergraduate and postgraduate students via APEL that will involve the process of identification, documentation and evaluation of learning based on past experience.
Offer an online study program (ODL) as one of the educational opportunities for a flexible life-long learning.
Offer core or elective courses that can be used for a credit transfer across all Public Universities.
Expand the offer of certified short-term courses as value added to UMT students and outsiders.
1
2
3
4INITIATIVES
MONITORING METHODS1. The percentage of students enrolling at UMT via APEL2a. The percentage of programmes available online2b. The percentage of students attending online study programmes3. The percentage of courses that can be used for credit transfer4a. The number of certified Lifelong Learning courses offered4b. The percentage of UMT students attending the certified Lifelong Learning courses 4c. The number of participants other than UMT students attending the certified LL courses
- 5 10 15 20
KPI1: The number of students who enrol in LL program (APEL)
2018 2019 2020 2021 2022
1000 1100 1300 1500 1700
KPI2: The number of participants who enrol in certified short-term LL courses
2018 2019 2020 2021 2022
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OS4:The university’s ability to produce high quality graduates is in accordance with the country’s inspiration in producing quality human capital for the job market. In line with this, in order to produce excellent graduates, UMT has taken several steps to monitor students more closely through
the empowerment of the monitoring process in a planned manner and the strengthening of individual learning as well as providing emotional support for students via Counselling Unit. These strategic objectives are aimed to ensure that all students in UMT can become excellent students.
INCREASE QUALITY GRADUATES
UG
M
PhD
Strengthen the process of monitoring, development and achievement of students via various programmes such as mentor-mentee programmes, undergraduate and postgraduate colloquium and peer-tutoring.
Conduct supervisory workshops for lecturers and research related courses (Example: writing, research methods and data analysis) to postgraduate students.
Strengthen the role of the Counselling Unit as a source of reference and facilitators in increasing students’ motivation towards the development of self-study.
Undergraduate students will show / present the findings of their Final Year Project (PITA) to industry and public.
Strengthen the sources of quality references, physically and virtually, and providing interactive and conducive learning space to support individual and collaborative learning.
1
2
3
4
5
INITIATIVES
UG : UndergraduateM : MasterPhD: Doctor of Philosophy
8% 10% 15% 40% 50%
KPI: Percentage of excellent graduates
2018 2019 2020 2021 2022
90%30%25%
92%35%30%
94%40%40%
95%50%50%
95%60%60%
KPI2: Percentage Increase of iGOT (Undergraduate, Master and PhD)
2018 2019 2020 2021 2022
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MONITORING METHODS1a. The number of Mentor-Mentee programmes1b. The number of courses that have Peer Tutoring program1c. The number of postgraduate colloquiums for each school and research institute in every semester2a. The number of supervisory courses done for lecturers2b. The number of research courses done for postgraduate students3. The number of student monitoring activities done by the Counselling Unit4a. The percentage of students participating in the Final Year Project (PITA) exhibition4b. The number of industries involved5a. The percentage of main reference lists for each course is fulfilled by the library5b. The completion percentage of the student learning space development
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an inclusive assessment that focuses not only on academic quality but also in soft skills through Merit MyStar that can provide graduates that meet the requirements of the job market. A conducive campus environment with facilities and infrastructures that support the 4.0 industrial revolution has also become a focus in the process of producing students who can contribute to the development of our society in the future.
Student's DevelopmentTHRUST 3
Producing holistic, entrepreneurial and balanced graduates is the aspiration of the nation’s higher education. In line with this aspiration, the Student's Development Thrust is built on the three objectives to produce holistic and competitive students, empower alumni networks and create a conducive campus environment.
The first step in the process to develop a holistic student is to equip students with the diversity of skills to reach their ultimate potential. Hence, the implementation of iCGPA is
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OS1:This strategic objective is in line with the National Education Philosophy that aims to create students who are well-equipped intellectually, spiritually and emotionally, with first-class minds, disciplined, competent with exceptional
personalities in order to contribute to the stability, harmony and development of families, communities, nations and global communities.
PRODUCE COMPETITIVE AND HOLISTIC STUDENTS
12% 14% 16% 18% 20%
KPI1: Percentage of graduates who earn 5 STARs (1000 merit MySTAR)
2018 2019 2020 2021 2022
2% 2% 3% 3% 4%
KPI2: Percentage of students who earn national and international awards
2018 2019 2020 2021 2022
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Strengthen student leadership and teamwork skills as future leaders through participation in uniform bodies, clubs and associations.
Foster the spirit of volunteerism to produce icons among students that are caring and sensitive to other people who need help through participation in various programmes in community.
Encourage entrepreneurial activities through the provision of more strategic business space, capital support and consultation services and continued exposure via participation in entrepreneurship carnival.
Intensify student engagements in sports activities that can build on the identity of UMT students in particular through UMT niche-based sports.
Highlight student talent through participation in various competitions that test various skills, creativity and leadership.
1
2
3
4
5
INITIATIVES
MONITORING METHODS1a. The percentage of students joining uniform bodies1b. The percentage of students participating in clubs / association activities2. The percentage of students joining volunteering activities 3. The percentage of students carrying out entrepreneurial activities while studying4. The percentage of students engaging in sports activities5. The number of competitions participating by students at the national and international levels1-5. The number of student icons
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OS2:Alumni collaboration in supporting and voluntarily contributing in various ways is important to the development of a university. The strong strategic network among alumni with students and the university will give great benefits
in enriching the student experience. Hence, UMT takes proactive action to recognize its alumni by expanding its strategic network more systematically and structurally with local and foreign alumni.
EMPOWER ALUMNI NETWORKS
MONITORING METHODS1a. Establishment of the UMT Alumni Center1b. The percentage of alumni registered in the e-Alumni system2a. The percentage of alumni contributed to the UMT endowment fund2b. The number of Mentor-Mentee programmes with alumni2c. The number of activities with alumni
1
2INITIATIVES
Empower alumni governance by setting up UMT Alumni Center as well as establishing the Alumni Database.
Nurture the motto “We love UMT” (Kami Cakna Kami Sayang UMT) among alumni to foster a sense of togetherness and at the same time to encourage alumni to always support and assist UMT in various aspects such as being a mentor to students, contributing to the endowment fund and engaging in various activities in UMT.
270 400 500 600 700
KPI1: Number of alumni involved with university activities
2018 2019 2020 2021 2022
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OS3:UMT is always committed to producing holistic students who are balanced, excellent, and competitive. To ensure that the aim is achieved, UMT makes taking care of their welfare and needs top priorities. In addition, the university management also makes establishing a sustainable campus
that has a conducive environment and is equipped with IR4.0 rated infrastructure and infostructure one of its priorities, to ensure the students’ comfort during the process of seeking knowledge.
CREATE A CONDUCIVE CAMPUS ENVIRONMENT
Upgrade and increase capacity of student residency on and off campus to guarantee their comfort.
Upgrade sports facilities, retail spaces and other facilities to support student activity.
Expand access and improve internet connection speed for easy access to the latest information in line with IR 4.0.
Fix the image of cafeterias in campus with adherence to quality service and food, hygiene and cheerfulness for the health and comfort of students.
Create an environmentally friendly campus environment dedicated to students and citizens with disabilities.
12
3
4
5INISIATIFMONITORING METHODS1. The percentage of students staying at UMT residence (both on and off campus)2a. Create water sports infrastructure (Bay Campus Concept)2b. The number of retail space provided on campus3. Increase internet connection speed around campus4. The percentage of cafeteria that complies with the criteria/rules5. The number of disabled-friendly facilities on campus
70% 75% 80% 85% 90%
KPI: Percentage of student satisfaction towards university facilities
2018 2019 2020 2021 2022
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Research and Innovation ExcellenceTHRUST 4
UMT is committed to become a renowned university that focuses on research in its niche area of marine science and aquatic resources. The production of high quality research and innovation can highlight the expertise among academic talents in UMT.
The thrust of research and innovation excellence includes four strategic objectives namely; enhancing the quality of research especially the publishing of high-impact indexed journal articles, transforming research governance by enhancing research clusters, enhancing research infrastructure and heightening innovation, consulting and commercialization activities.
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OS1:Quality research is one of the main indicators of excellence of a university. To become the best university especially in a niche area, the production of quality research is facilitated by publication strategy, procurement of research and translational research grants, and traditional knowledge. UMT will also be transferring the outcomes of high impact
research to the B40 community through translational research projects that are in line with the national and global initiatives such as the National Transformation 2050 (TN50) and Sustainable Development Goals 14 (SDG 14) of the United Nations and adapting the traditional knowledge from the community for the benefit of humankind.
ENHANCE THE QUALITY OF RESEARCH
2.0 2.1 2. 2 2.3 2.4
KPI1: The number of published articles in indexed journals per lecturer
2018 2019 2020 2021 2022
12 13 13.5 14 14.5
KPI2: The total cumulative citations of published articles
2018 2019 2020 2021 2022
RM8 jRM3.5 jRM3 j
RM9 jRM3.5 jRM4.2 j
RM10 jRM3.75 jRM4.5 j
RM11 jRM4.25 jRM5.1 j
RM12 jRM4.55 jRM5.4 j
KI13: The total amount of research grants
2018 2019 2020 2021 2022
G
P
I
G : Government P : PrivateI : International
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Provide incentive schemes in the form of publication grants to increase the number of high impact publications (KPI 1).
Allocate incentives to researchers who have published articles in Q1 and Q2 journals (KPI 1).
Increase the Post Doctorate intakes to escalate publications (KPI 1).
Increase the number of researchers who are well-known locally and abroad to increase high impact publications and citations, especially in the niche area (KPI 1 & 2).
Expand research collaborations and joint publications with local and international researchers as a strategy to increase publications and citations (KPI 1 & 2).
Diversify the methods for procuring research grants such as through alternative resources like Crowd Funding (KPI 3).
1
23
4
5
6
INITIATIVES
MONITORING METHODS1. The number of articles published using publication grants 2. The number of articles published in Q1 and Q2 journals as well as the incentive amount offered3. The number of Postdoctoral researchers appointed and the number of articles published4. The number of established researchers appointed as well as the number of high impact articles and citations produced5. The number of publications from collaborations6. The total number of research grants received
G : Government P : PrivateI : International
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OS2:UMT aspires to be the main driver in marine and aquatic resources research. Research governance that is intact serves as the foundation in realizing this aspiration. To steer the
research towards greater height, research governance is going to be transformed through enhancement of research clusters and fortification of research institutes.
TRANSFORMATION OF RESEARCH GOVERNANCE
Promote cluster research through empowerment of scholars, intensification of SIG, as well as strengthening of the research network with strategic partners for each cluster.
Fortify research institutes through reestablishment of the names and functions of existing institutes, establishment of new institutes based on niche areas as well as propulsion of existing institutes towards obtaining HICoE rating.
1
2INITIATIVES
MONITORING METHODS1a. The percentage of SIG that covers the entire research fields for each cluster1b. The number of joint research MoU/MoA with strategic partners by each cluster2a. The number of new niche-based research institutes established2b. The number of institutes that obtained HICoE rating
10% SIG FOR EACH CLUSTER
MOU - 1 NATIONAL & 1 INTERNATIONAL/CLUSTER
REBRANDING OF IPK
20% SIG FOR EACH CLUSTER
MOU - 1 NATIONAL & 1 INTERNATIONAL/CLUSTER
50% SIG FOR EACH CLUSTER
MOU - 1 NATIONAL & 1 INTERNATIONAL/CLUSTER
REBRANDING OF AKUATROP AS HICOE SERVICE
70% SIG FOR EACH CLUSTER
MOU - 1 NATIONAL & 1 INTERNATIONAL/CLUSTER
100% SIG FOR EACH CLUSTER
MOU - 1 NATIONAL & 1 INTERNATIONAL/CLUSTER
ESTABLISHMENT OF INSTITUTE OF SOCIAL DEVELOPMENT
KPI: Implementation of research governance transformation
2018 2019 2020 2021 2022
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MONITORING METHODS1a. The number of research laboratories or research equipment that received ISO accreditation1b. The number of research laboratories equipped with IR4.0 compliant instruments2. The establishment of a Repository Centre and a Marine and Aquatic Research Gallery and the development of integrated research database system
OS3:Research infrastructure that is complete and stable plays an important role in supporting the production of high quality research which in turn highlights UMT as the leading university in niche areas. In this modern era shaped by IR4.0,
UMT must cope with the challenges in the research world by ensuring that all facilities are fully capable, such as research labs that are accredited and equipped with state-of-the-art instruments.
ENHANCE RESEARCH GOVERNANCE AND INFRASTRUCTURE
Enhance the research infrastructure through accreditation of laboratories and provision of IR4.0 compliant facilities in order for it to be more competent, reliable and referred to many.
Set up a Repository Centre and a Marine and Aquatic Research Gallery equipped with integrated research database system.
1
2INITIATIVES
INOS & IMB ISO ACCREDITED
REPOSITORY CENTRE
15% COMPLETE
DATABASE 60% COMPLETE
AKUATROP ISO ACCREDITED
REPOSITORY CENTRE
50% COMPLETE
DATABASE 100%
COMPLETE
CENTRALIZED LAB
ISO ACCREDITED
REPOSITORY CENTRE
75% COMPLETE
DATABASE IN OPERATION
REPOSITORY CENTRE 100%
COMPLETE
REPOSITORY CENTRE IN OPERATIONCONTINUOUS
IMPROVEMENT
KPI: Achievement of the research infrastructure enhancement project
2018 2019 2020 2021 2022
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Pulau Bidong Natural Marine Research Station Chagar Hutang Natural Research Station
Kenyir Lake Natural Research StationSetiu Natural Research Station
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OS4:Innovation is a catalyst for research success. Therefore, UMT is going to focus on research that can yield products that can be registered as intellectual properties. An increase in
registered products will indirectly increase the university’s income through licensing and commercialization.
HEIGHTEN THE INNOVATION, COMMERCIALIZATION, AND CONSULTATION ACTIVITIES
10 12 14 18 20
KPI 1: The number of successfully registered research products as intellectual properties
2018 2019 2020 2021 2022
2 3 3 3 3
KPI 2: The number of successful intellectual property being commercialized
2018 2019 2020 2021 2022
400k 600k 800k 1j 1.2j
KPI 3: The value of consultation projects with industry
2018 2019 2020 2021 2022
1% 1.5% 2% 2.5% 3%
KPI 4: The percentage of lecturers involved in the consultation project
2018 2019 2020 2021 2022
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Increase registered intellectual properties with commercial potential through research that can yield such products (KPI 1).
Increase the commercialization of intellectual properties through licensing and product pitching with the industries (KPI 2).
Intensify the consultative activities contrived from UMT-Industry synergy through the enhancement of UMT Consultation Policy (KPI 3).
1
2
3INITIATIVES
MONITORING METHODS1. The number of research products with potential to be registered as intellectual properties2 The number of registered intellectual properties that have been successfully licensed3a. The value of consultations with the industries3b. The percentage of lecturers involved in the consultation project
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Through this thrust, research outcomes especially in niche areas can be used to help improve the community’s standard of living through involvement of agencies and industries. Measurement of the programme’s impact can be considered as a monitoring method to ensure that the programme can provide benefits and improve the quality of life and development of the local community.
Spearheading Knowledge Transfer and Industrial Networking
THRUST 5Knowledge Transfer thrust has been established to increase the transfer of knowledge by UMT to target communities and industries so that they become knowledgeable societies. This thrust covers three strategic objectives, namely strengthen the knowledge transfer programmes, bolster the university’s social responsibility programmes, and expand the academia-industry network.
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UMT KNOWLEDGE TRANSFER FRAMEWORK
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OS1:The knowledge transfer programme is one of the university’s efforts to encourage the transfer of knowledge gained from research to the communities through impactful projects to disseminate knowledge and improve the quality of life as
well as the socioeconomic of the society. UMT intends to increase the transfer of knowledge so that it stays relevant to the community through active involvement of agencies and industries.
STRENGTHEN THE KNOWLEDGE TRANSFER PROGRAMME
70 80 90 100 110
KPI 1: The number of communities involved in the knowledge transfer programme
2018 2019 2020 2021 2022
- -1/
projECT1/
projECT 1/
projECT
KPI 2: The number of published articles in indexed journals as outcomes of funded knowledge transfer programmes
2018 2019 2020 2021 2022
2 3 3 4 4
KPI 3: The number of knowledge transfer programmes involving various agencies (at least three organizations)
2018 2019 2020 2021 2022
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Initiate internal grants for knowledge transfer known as Knowledge and Technology Assimilation Grants Scheme (KTAGS).
Diversify research projects based on the university’s niche area that have potential to transfer its benefits to industries and communities.
Increase the involvement of academic staff in knowledge transfer program.
Organise Knowledge Transfer Seminar at the university level.
Publish article/ indexed journals/ special issue.
Launch Knowledge Transfer Task Force in increasing industry’s involvement in knowledge transfer.
1a
1b
1c
2a
2b
3INITIATIVESMONITORING METHODS1a. Identify potential projects through evaluation of presentation by recognized evaluators1b. Number of research projects transferred to industries and communities1c. Number of academic staff engagement in knowledge transfer program2a. Number of Project Leaders who presented at the Knowledge Transfer Seminar2b. Number of published knowledge transfer articles3a. The number of industries involved in the knowledge transfer program3b. The amount of funds earned from the industry for knowledge transfer programs
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OS2:The university’s social responsibility programme is carried out to improve the welfare, comfort, and life of the community. UMT as a university that cares about the community’s welfare is going to diversify a few USR activities through
the involvement of staff and students, both at the local and international level. UMT plans to increase the involvement of agencies and industries in these USR activities.
BOLSTER THE UNIVERSITY’S SOCIAL RESPONSIBILITY PROGRAMME (USR)
60 70 80 90 100
KPI 1: The number of communities involved in USR programmes
2018 2019 2020 2021 2022
20% 20% 20% 20% 20%
KPI 2: The number of staff involved in each USR programme
2018 2019 2020 2021 2022
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Involve agencies and industries in the USR program, especially contributions through strategic collaboration.
Provide internal funds for the USR program.
Increase and diversify USR programs to communities via volunteerism.
1a
1b
2INITIATIVESMONITORING METHODS1a. Number of agencies and industries involved in the USR program1b. Annual internal funds for USR program2a. Number of USR programs 2b. The number of academic staff involved in the USR program
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OS3:UMT has been actively expanding the academia-industry networks in line with the goal of the Ministry of Higher Education to see many university-industry collaborations as outlined in Malaysia Education Development Plan (Higher
Education) 2015-2025. Industrial partners cover multinational level as well as private companies, government-linked companies, and small to medium enterprises.
EXPAND THE ACADEMIA-INDUSTRY NETWORK
10/school 15/school 20/school 25/school 30/school
KPI 1: The number of new industrial networks
2018 2019 2020 2021 2022
3/school 4/school 5/school 6/school 7/school
KPI 2: The number of activities with industrial partners
2018 2019 2020 2021 2022
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Enhance industry involvement in research, knowledge and technology transfer as well as community social responsibility.
Establish internal funds for new industry linkages.
Increase the involvement of multinational / Government Linked Companies (GLCs).
Create a star rating system to measure Faculty’s achievements in executing activities with industry partners.
1a
1b
23
INITIATIVES
MONITORING METHODS1a. Number of programs with new industry players1b. Number of MoU / MoA / LoI with new industry2. Number of MoU / MoA / LoI with multinational / Government Linked Companies (GLC)3. Number of faculty rated 4 stars and above
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Global ProminenceTERAS 6To enable UMT to compete and be recognized at the global level requires that each member to move away from orthodox thinking and towards strategic and creative thinking. Industrial Revolution 4.0 and dynamic globalization have compelled UMT to focus on highlighting its academic programmes and academic staff who have the potential to break through at the international level and become well-known. Therefore, the Global Prominence Thrust has outlined clear strategies to realize UMT’s intention to become a university well-respected globally.
UMT is determined to increase the international student enrolment through existing academic programmes and student mobility programmes. In addition, to enhance the visibility of UMT at the international level, UMT has outlined strategies that can increase the activities of international networks through collaboration with organizations and international alumni. Effort to highlight UMT’s image at the international level must be made by each university staff including giving support to all the strategic programmes planned.
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OS1:This strategy has been established to support the Malaysian government’s intention to make Malaysia a hub for international students. UMT is going to focus on international student enrolment and transform the delivery system and
facilities provided. A good delivery system from start to finish will make their stay enjoyable and comfortable which in turn will entice more international students to further their studies at UMT.
INCREASE THE ENROLMENT OF INTERNATIONAL STUDENTS
Transform the delivery system and international student facilities by streamlining the student intake procedures, upgrading accommodations, setting up a one-stop centre and carrying out well-planned promotional activities.
1INITIATIVE
MONITORING METHODS1a. Time taken to generate offer letters after receiving applications1b. Accommodation capacity for international students1c. One-stop centre for international students is established1d. The number of promotional activities at the international level
200 300 500 700 1000
KPI 1: The number of international student enrolment
2018 2019 2020 2021 2022
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OS2:Student mobility programme has been developed to provide international exposure to students and make them more competitive. This programme can increase UMT’s global networks and subsequently make UMT’s presence felt at the
global level. To achieve this aim, UMT is going to diversify its efforts to attract international students to undergo short-term programmes that are more innovative and based on niche areas.
FORTIFY STUDENT MOBILITY PROGRAMME
Offer credit-eligible short-term programmes/summer camp programmes in niche areas.
Offer credit-eligible short-term courses jointly with universities abroad through strategic linking for UMT students.
Offer attachment programmes at institutions and organizations abroad through strategic linking with international companies.
12
3INITIATIVEMONITORING METHODS1a. The number of credit-eligible short-term courses/summer camps in niche areas1b. The number of students taking credit-eligible short-term courses/summer camps2. The number of UMT students taking credit-eligible short-term courses at universities abroad3. The number of UMT students on attachment programmes at industries and organizations abroad
150 200 300 400 500
KPI 1: The number of international inbound students undertaking credited courses
2018 2019 2020 2021 2022
150 200 300 400 500
KPI 2: The number of outbound UMT students undertaking credited courses
2018 2019 2020 2021 2022
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OS3:Establishment of international networks with leading universities and organizations abroad, especially those listed in the top 20 in niche areas becomes one of the strategic agendas to enhance the visibility of UMT in the eyes of the
world. The transfer of knowledge and expertise through this strategic networks will benefit teaching, learning, research and other critical areas which in turn will position UMT at the global level.
BOLSTER INTERNATIONAL NETWORKS
Widen the international networks through MoU/MoA with leading organizations and universities in the world (top 200 in niche areas).
Intensify UMT’s involvement and membership in recognized international bodies which are relevant to the expertise.
Fortify the strategic networks with international alumni making them UMT’s agents to help develop global collaborations.
Attract more international academic talents to help enhance the quality of teaching and research which in turn will propel UMT to the global arena.
1
2
3
4
INITIATIVE
16 24 32 40 48
KPI 1: The number of high impact activities held jointly with international organizations
2018 2019 2020 2021 2022
10% 15% 20% 25% 30%
KPI 2: The percentage of international lecturers
2018 2019 2020 2021 2022
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MONITORING METHODS1a. The number of school activities held jointly with international organisations1b. The number of activities based on signed MoU/MoA2. The percentage of academic staff as members of recognized international bodies3. The number of activities held jointly with international alumni4a. The number of international academic staff in each school and research institute4b. The number of networks set up by international academic staff
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Financial SustainabilityTHRUST 7In support of the government’s aspiration to create sustainable financial system for higher education in Malaysia, the Financial Sustainability Thrust focuses on the intensification of income generation and prudent financial management. Income can be generated for the university through enhancement of university-owned companies and rental of university’s assets and facilities. These initiatives are expected to give positive impact towards financial sustainability.
Good financial management not only includes the ability to generate income, but also efficient management of expenses. Cutting down university’s expenses is going to give a positive effect to the university’s financial position and serves to support the preservation of natural environment through the use of green technology.
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Bolster university-owned companies to be the main avenues for income generation.
Enhance income generation through university’s asset and facility rental.
Enhance income generation through waqaf and endowment to become one of the sources of income for the university.
1
2
3INITIATIVES
OS1:A university’s financial sustainability is required to support its vision and mission as well as its continuance. UMT’s dependence on government fund is no longer sustainable as public universities are required to generate their own
income and depend less on government fund. Therefore, UMT needs to focus on sustainable generation of income to help keep the university in operation without affecting the quality of education provided to the students.
INTENSIFY THE UNIVERSITY’S INCOME GENERATION
MONITORING METHODS1. The percentage of increase in income generated by university-owned companies2. The percentage of income generation obtained from rental of university assets 3. The amount of funds obtained from waqaf and endowment
20% 20% 22% 24% 26%
KPI: The percentage of income generation compared to operational expenses
2018 2019 2020 2021 2022
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Implement the policy of savings through optimal use of resources and increased use of energy-efficient equipment.1INITIATIVES
OS2:In line with the financial sustainability strategy, UMT has introduced initiatives to optimize spending through prudent financial management. Prudent financial management can be achieved through the implementation of university
money savings policy which will be enforced across the board so that resources can be managed efficiently and effectively.
PRUDENT FINANCIAL MANAGEMENT
MONITORING METHODS1. The percentage of savings on university’s expenditure
2% 2% 2% 2% 2%
KPI: The percentage of savings in university utility expenses
2018 2019 2020 2021 2022
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Enhancing ImageTHRUST 8UMT’s intention to continue to be national and international renowned requires meticulous planning. Therefore, this thrust is designed in ensuring that all elements are manoeuvred befittingly to propel the university up to the world standards. To achieve this goal, four strategic objectives have been designed to highlight UMT’s visibility through university ratings, promotion and publicity activities, WOW factor programmes and physical visibility.
This thrust focuses on the visibility of UMT’s image as a unique and top notch quality in education and ensures UMT remains relevant. The solid support of all citizens acting as UMT ambassadors is crucial in ensuring the goal of becoming a top university is achieved.
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OS1:
As a university that focuses on maritime science and aquatic resources, UMT will optimise the use of latest technology, in
line with IR 4.0, based on the policies outlined in UMT Marine 4.0 Blueprint
UMT’S VISIBILITY AS THE LEADING UNIVERSITY FOR MARITIME SCIENCE AND AQUATIC RESOURCES
20% 40% 60% 80% 100%
KPI 1: Percentage of UMT Marine 4.0 Blueprint Implementation
2018 2019 2020 2021 2022
KPI 2: QS World University Ranking (by subject) - Earth & Marine Science
- 251-300 201-250 151-200 150
2018 2019 2020 2021 2022
KPI 3: QS World University Rankings (by subject) – Agriculture & Forestry
251-300 201-250 151-200 101-150 100
2018 2019 2020 2021 2022
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Drive UMT as a leading university in the field of marine science and aquatic resources through UMT Marine 4.0 Blueprint.
Increase the number of internationally renowned researchers to boost high impact publica-tions and citations in the niche areas.
Expand the collaboration of research and publication with local and international scholars to increase the number of publications and citations in the field of marine science and aquatic resources.
1
2
3
INITIATIVES
MONITORING METHOD1. The number of strategies implemented within UMT Marine 4.0 Blueprint2. The number of renowned researchers in the niche areas3. The number of articles and citations in the niche areas via research collaborations
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OS2:University ratings are important in providing the benchmarking capabilities and excellence of educational institutions. The university’s ability to position itself in the best position in global rankings is of paramount importance in highlighting the university’s image, nationally or/and internationally. This can indirectly provide confidence to
international organizations to provide research grants as well as to facilitate UMT to collaborate with leading organizations abroad. In addition, achievement in university ratings will attract renowned researchers and prospective international students to UMT.
PROMINENT VISIBILITY THROUGH THE UNIVERSITY RATINGS
Strengthen UMT’s rankings in all university rating systems such as QS ASIAN University Rankings, MyRA, SETARA, WEBOMETRICS and UI GREENMETRICS.1INITIATIVES
MONITORING METHODS1a. Rank in QS ASIAN University Rankings1b. MyRA achievements 1c. SETARA achievement1d. Rank in WEBOMETRICS rating1e. Rank in the UI Green Metrics rating
QS ASIAN University Rankings
MyRA
SETARA
WEBOMETRICS (Malaysia)
UI GREENMETRICS
271-300
TOP 350
5 STAR
4 STAR
RATING 19 RATING 17 RATING 15 RATING 13 RATING 10
5 STAR
4 STAR
5 STAR
4 STAR
5 STAR
5 STAR
6 STAR
6 STAR
TOP 250
TOP 300
TOP 200
TOP 250
TOP 150
TOP 200
TOP 100
TOP 150
KPI: Rating Targets Achievements
2018 2019 2020 2021 2022
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OS3:UMT which focuses on marine science and aquatic resources, plans to highlight impactful strategic programmes. These
WOW factor programmes will help UMT to enhance its image as a university that champions the unique niche area.
PROMINENT VISIBILITY THROUGH WOW FACTOR PROGRAMMES
MONITORING METHODS1. The number of WOW Programmes within the niche area2. The number of UMT icons produced
Diversify impactful WOW programs which should highlight UMT as the key player in the area of marine science and aquatic resources.
Produce and propel UMT staff and students to be icons in marine science and aquatic resources fields at national and international levels.
1
2INITIATIVES
4 4 4 4 4
KPI: The number of new WOW Factor programmes
2018 2019 2020 2021 2022
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OS4:UMT will empower its visibility through high impact promotional activities and publicity in mainstream media channels and new media. Promotional activities and organized publicity are important milestone in highlighting
UMT’s image globally to attract the attention of prospective students, renowned academic talents abroad as well as international organizations to carry out collaboration in research and teaching.
HIGHLIGHT THE VISIBILITY OF UMT THROUGH PROMOTIONAL ACTIVITIES AND PUBLICITY
Increase publicity through print, electronic and social media via article writing activities and high-impact news coverage across all mainstream media and new media channels.
Measure UMT Visibility Index based on brand, publicity and promotion visibility measurement dimensions by looking at media reputation value and number of likers or followers.
1
2INITIATIVES
MONITORING METHODS1a. The number of articles published in main newspapers1b. The number of coverage transmitted through electronic media2a. The increase of media reputation value2b. The number of “LIKES” in social media
3STAR
4STAR
4STAR
5STAR
6STAR
KPI: UMT Visibility Index
2018 2019 2020 2021 2022
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OS5:Physical development which is executed systematically and in a well-structured manner is one of the factors that can magnify UMT’s image as an institution that provides a conducive ecosystem for the well-being of its citizens. In
addition to the development of landmarks that represents the image of its niche area, UMT is also heading towards a green campus with sustainable development which is outlined in the UMT Sustainable Campus Blueprint.
PROMINENT VISIBILITY AS A SUSTAINABLE CAMPUS
Manifest the environmental friendly physical development based on UMT Sustainable Campus Blueprint.1INITIATIVES
MONITORING METHODS1. The percentage of UMT Sustainable Campus Blueprint implementation
50% 60% 70% 80% 100%
KPI: Percentage of the implementation of UMT Sustainable Campus Blueprint
2018 2019 2020 2021 2022
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UMT Strategic Plan (PSUMT) 2018-2022 is a five-year plan that is derived from collaborative efforts of all stakeholders in pursuit of a vision of becoming a world-class and internationally renowned marine-focused university. The development of PSUMT 2018-2022 has been aligned with the Malaysia Education Development Plan 2015-2025 (Higher Education) as well as taking into account the country’s agenda and current and future needs. The application of Higher Education 4.0 elements in PSUMT 2018-2022 demonstrates our initiative to be in line with the development of the Industrial Revolution 4.0 (IR4.0).
Hence, eight major thrusts are developed, namely Talent Empowerment, Excellence in Learning and Teaching, Student's Development, Research and Innovation Excellence,
Spearheading Knowledge Transfer and Industrial Networking, Global Prominence, Financial Sustainability and Enhancing Image. All of these thrusts are supported by 27 Strategic Objectives and 43 Key Performance Indicators (KPIs) as an assessment of the effectiveness of PSUMT 2018-2022. Additionally, a total of 80 Initiatives have been outlined to ensure that all planning is feasible.
UMT is confident that PSUMT 2018-2022 is a plan that will drive UMT to a higher level of excellence in the future. UMT also believes that each and every member of staff in UMT will work together and be committed to implement PSUMT 2018-2022.
Conclusion
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UNIVERSITI MALAYSIA TERENGGANUSpecial thanks and appreciation to:
YBHG. TAN SRI DATO’ SERI (DR.) HALIM BIN MOHAMMAD
The Chairman of UMT’s Board of Directors (LPU)
&
Members of UMT’s Board of Directors (LPU)
YBHG. PROF. DATO’ DR. NOR AIENI BINTI HAJI MOKHTAR
UMT Vice Chancellor/ Chairman of UMT Strategic Plan Steering Committee;
The Deputy Vice Chancellor and Assistant Vice Chancellor
The Principal and Senior officers
The Chairman of Thrusts
The Coordinator and Liasion Officer of Responsibility Center
Corporate Communication Center
English Learning Center (ELC) PPAL
UMT Publisher
Centre for Transformation, Strategic and Risk Planning (TSR) as a Secretariat
As well as those who contributed and collaborated in the construction and publication of the book
UNIVERSITI MALAYSIA TERENGGANU STRATEGIC PLAN (PSUMT) 2018-2022
Appreciation
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