our path to excellence : unisel strategic plan 2013-2018

OUR PATH TO EXCELLENCE :

UNISEL STRATEGIC PLAN 2013-2018

SHAPING SOCIETY

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Strategic Plan 2013-2018Strategic Plan 2013-2018

Table of Contents

• Foreword from the Vice Chancellor• Our Story• External and Internal Challenges• Vision and Mission of the University• Strategy Map• Guiding Values• Strategic Goals

– Excellent Teaching and Learning– Excellence in Research– Excellent Community Engagement

• Strategic Enablers– Effective and Efficient Organization– Excellent Human Resources– Financial Sustainability

• Conclusion

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Foreword from Vice Chancellor

I am delighted to introduce UNISEL’s 2013 – 2018 Strategic Plan. This important document, our future reference for the next five years outlines a disciplined approach to support the ongoing progress of UNISEl’s path towards excellence. With this extensive strategic plan, it is hoped that our aim to become a leading university in Malaysia over the next four years can be achieved.

A team was gathered to look into the current constraints and challenges and worked towards defining the strategies in achieving our future goals. With a focus on providing our students the best learning experience, we therefore have structured a definite course based on strong indicators of future the business environment.

It is undeniable that each and everyone associated plays a crucial role in this strategic planning. Therefore, in our attempts to upgrade our services, we look forward to each of you and your contributions for the betterment of our institution. I would take the pleasure to thank each of you for your priceless contributions.

Let us together make this strategic plan our path to excellence.


Our Story

The University of Selangor (UNISEL) was established by the State of Selangor as a state-owned private university, 14 years ago, in 1999, with the aspiration that it would significantly contribute to the industrial development of the state. Appropriately, the University was named University of Industry, Selangor. In a short span of time, the University was able to establish itself in providing quality academic programmes in the field of science and technology. This included some important fields of Engineering, Information Technology and Multimedia as well as Biotechnology.With its early success, the University continues to expand rapidly in the second half of the last decade, into new areas of studies that include Business Management and Accounting, Education and Social Sciences, Art and Design, Mass Communication and Journalism and Biomedical Sciences as the latest addition.


UNISEL was originally located in Shah Alam while a purpose-built campus was

planned and being built in Bestari Jaya, some 60 kilometer from the state capital. In

2005, 6 years after its formation, UNISEL moved to its main campus in Bestari Jaya.

The new campus is a 1000 acre of fully equipped modern campus with the faculty

building, hostel and other student facilities such as sport complex, student centers and

strategically located central library and campus mosque. The student hostel can

accommodate 5000 students in apartment units of 6 students each and these

apartments are equipped with basic furniture and wifi facilities. Any visitor to the

campus will be enthralled by the beauty of its landscape with a few lakes, stocked

with a number of species of fresh water fishes, surrounding the academic and the

student infrastructures. It was indeed designed to create as a most conducive

working, learning and living environment for the staff and students.

Today, UNISEL maintains two campuses. The Bestari Jaya or BJ Campus is considered

the main campus and the Shah Alam campus has been renamed as the City Campus.

The BJ campus houses four faculties; namely the Faculty of Engineering, Faculty of

Education and Social Sciences, Faculty of Science and Biotechnology and Faculty of

Computer Science and Information Technology. The total enrolment of these four

faculties is currently exceeding 5000 students. The City Campus houses four other

faculties namely Faculty of Business, Faculty of Communication and Journalism,

Faculty of Health and Biosciences and Faculty of Art and Design, and Centre for

Graduate Studies. The campus currently has 6000 students and is expanding rapidly

since the transfer of the Faculty of Business to this campus from the main campus in

2010.

UNISEL was founded on the principle that educational

opportunity is not the privilege of the wealthy. The University

today remains committed to offering an affordable and high-

quality education that provides paths to success for people

from all economic backgrounds. At a time when the rising

costs of higher education nationally have created financial

burdens to many students and their families, UNISEL seeks to

ease those burdens and provide economic value by operating

according to sound financial practices and focusing on the

areas and programmes that will most benefit our students.


Within a short span of time since its formation, UNISEL has achieved commendable success in producing excellent graduates as reflected in the high employability rates.

The university has successfully established its name when three UNISEL students received recognition from the Institute of Engineers Malaysia (IEM) and Malaysian Institute of Accountants (MIA). This proves that UNISEL graduates are able to compete with graduates from public institutions of higher learning (IPTA).

Those are only few examples from many other success stories, and UNISEL intends to continue this productive trajectory.


External and Internal Challenges

Our 2013-2018 plan has been developed by taking into account not only our strengths, but also the internal and external challenges that we need to overcome for us to move forward.Our internal organizational strengths :•Full-fledged campus•State government support•National and International collaborations and achievements•Autonomous decision making and governance•Strategic location of Shah Alam campus•Wide choices of academic programmes•Competent and experienced academic staff


Our internal challenges:•Experienced academicians with PhD•IT system and networking•Financial situation•Marketing plans and strategies•Skill, knowledge and attitude of support staff•Delivery system•Organizational culture

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Our opportunities:•Sprawling Bestari Jaya campus•Presence of industries in Selangor•Technology of Blended E-learning•Research fund from state government and other agencies•High demand from international students•Different streams of education (Tahfiz Schools, Vernacular Schools, etc.)•International Islamic network (Islamic Academy of Sciences (IAS))


Our external challenges:•Competitors competitiveness•Relationship with federal agencies•Employers perception of UNISEL graduates•Competition for practical training placement•Public awareness and image•Political environment•Over dependent on PTPTN

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Internal Organizational Strengths Internal Challenges

1 Full-fledged campus 1 Experienced academicians with PhD

2 State government support 2 IT system and networking

3 National and International collaborations and achievements

3 Financial situation

4 Autonomous decision making and governance 4 Marketing plans and strategies

5 Strategic location of Shah Alam campus 5 Skill, knowledge and attitude of support staff

6 Variety of choices of academic programmes 6 Delivery system

7 Competent and experienced academic staff 7 Organizational culture

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Opportunities External Challenges

1 Sprawling Bestari Jaya campus 1 Competitors competitiveness

2 Presence of industries in Selangor 2 Relationship with federal agencies

3 Technology of Blended E-learning 3 Employers perception of UNISEL graduates

4 Research fund from state government and other agencies

4 Competition for practical training placement

5 High demand from international students 5 Public awareness and image

6 Different streams of education (Tahfiz Schools, Vernacular Schools, etc.)

6 Political environment

7 International Islamic network (Islamic Academy of Sciences (IAS))

7 Over dependent on PTPTN

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Vision and Mission

Vision To be a renowned university that nurtures professionals and scholars with high moral and ethical values

Mission UNISEL is committed to provide excellent and conducive learning environment to develop competent, upright and ethical professionals & scholars

Tagline “Shaping Society”

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Our Path to Excellence: UNISEL Strategy Map

The Strategic Map is the guiding framework that rationalises the cause-effect interrelationship between the key goals and objectives which ultimately determine the achievement of the university’s mission and vision. In our strategy map we have defined 3 strategic enablers: financial sustainability, excellent human resources and effective and efficient organization, as foundation that support the strategic goals. The 3 strategic goals we believe are fundamental elements in meeting our stakeholders expectation and the university’s aspiration as reflected in its mission and vision statements.The strategy map in essence is a one page representation of UNISEL Strategic Plan that outlines the steps that we are going to implement over the next 5 years. Equally important is that it can be easily understood by all level of staff in the organization. It will remain relevant over longer period as it deals with the fundamentals that allow adjustments in the strategies to adapt to the changing environmental situations.


FINANCIAL SUSTAINABILITY

To grow and diversifysources of income

Align resources with strategic priorities

High standard ofaccountability

EXCELLENT STAFFProactively attract,developand retain high performance staff

Develop UNISEL culturebased on the guiding values

EFFECTIVE AND EFFICIENT ORGANIZATIONIntegrate ICT in all processes for effective and faster delivery

Provide first-classInfratructure andfacilities

Manage staff performance

Develop and manage lorganizational performance and core competencies

Develop effectivemedia and communicationsystem

STRA

TEG

IC E

NAB

LERS

ACAD

EMIC

EXCE

LLEN

CE

Deliver excellentStudent-centeredTeaching and learning

Provide exceptionalstudent experience

Attract excellent diversestudents body

Develop holisticIndustry-relevantcurriculum Create strong

Strategic partners

Develop research Excellence in Strategic areas

Excellent in communityengagement

Employ innovativeteaching/learningstrategies

ACADEMIC EXCELLENCE

STAK

EHO

LDER

SHIGHLY PREFFEREDOUTSTANDING GRADUATES

KNOWLEDGE GENERATIONAND WEALTH CREATIONRESEARCH OUTPUT

OUTSTANDINGCONTRIBUTION TO SOCIETY

VISION AND MISSION

OPPORTUNITY FORLIFELONG LEARNING

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Guiding Values

Integrity Committed to the highest standards of honesty, truth and fairness; and mutual respect and trust

Accountability Committed to being responsible and accountable stewards of the human, financial, physical and Intellectual resources

Innovation Committed to pursuing knowledge and ideas, being continuously adaptable and striving to develop innovative solutions

Quality and Excellence Committed to continuous quality improvement and excellence in all our endeavor

Accessibility Committed to providing maximum educational opportunities for all

Collegiality Committed to the spirit of collaboration and teamwork

We have six guiding values that form the foundation of everything that we do. "As to methods there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble" -- Ralph Waldo Emerson

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Strategic Goal #1ACADEMIC EXCELLENCE

a) Excellence in Teaching and Learning

Develop holistic Industry-relevant curriculumEmploy innovative teaching/learning strategiesAttract excellent diverse student bodies

Total enrolment The number of students will be 20,000 (5000 out-campus) with the ratio of 20:50:30 (post graduate:degree:diploma) by 2018.

Quality of students 45% of students have 3.0 CGPA in their diploma or equivalent.

International students

15% of new international students intake by 2018

Employability 85% of graduates employed within 6 months after graduation (now 55%)

Academic Infrastructure

To develop teaching factories and incubators by 2018.

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b) Excellence in Research

Develop Selangor Research Center of Excellence (SCORE)Enhance research clusters

Research fund RM5million per year

Publication Produce 3 journals-UNISEL International Journal of Contemporary Business and Management-UNISEL Journal of Social Sciences and Humanities-UNISEL Journal of Science, Engineering and Technology

Research Clusters Main research on solving Selangor issues (social, economic, etc)•Social Management Analysis & Services •Natural Products (Halal) & Health Care •Green Technology •ICT and Multimedia•Microtechnology •Supply Chain & Management •Embedded system

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c) Excellent Community Engagement

Provide exceptional student experience and community involvementFoster collaborative relationships with communities in educational,

social, cultural and economic spheres.Develop collaboration with international universities and

agencies.

Community Involvement

50% of students will be involved in community work and services by 2018.

Exchange Program 10% of students in student exchange programs with universities in the region by 2018.

Consultancy and Advisory Work

25% of staff involve in consultancy and advisory work with state government; GLC’s and private companies by 2018.

International Collaboration

10% of staff involve in international collaboration in consultancy and advisory work by 2018.

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Strategic Enabler #1EFFECTIVE AND EFFICIENT ORGANIZATION

Internet Capacity To upgrade data to 150Mbs in 2015 and 300Mbs in 2018.

Converged Infrastructure

To be in ‘cloud computing’ by year 2018 for campus environment

Quality Management System

5S implementation for university and ISO Certification for administrative departments by year 2015.

Customer Relationship Management

Implementation of CRM System by year 2018.

Satisfaction Index Achieve score of 80% out of 100% on satisfaction index for staff and student by year 2015.

Integrate ICT in all processes for effective and faster deliveryProvide first-class infrastructure and facilitiesDevelop and manage organizational performance and core competenciesDevelop effective media and communication system

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Strategic Enabler #2FINANCIAL SUSTAINABILITY

Financial Sustainability

To be financially sustainable

Breakeven Achieve breakeven by 2015 and 20% profit by 2018

Tuition Fees 30% increase in tuition fees in 2015 and another 30% in 2018.

Customer Service Develop and Implement client charter

Endowment Fund RM 5 million endowment fund by year 2015

Align resources with strategic prioritiesGrow and diversify sources of incomeHigh standard of accountability and transparencyDeliver best service to staff and customers

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Strategic Enabler #3EXCELLENT STAFF

Performance Evaluation

By year 2018, 80% of staff will achieve above 85% in performance evaluation score.

PhD-holding Lecturers

30% of lecturers with PhDs in 2015 and 60% in 2018

Lecturers qualification ratio

Ratio of Professor: Associate Professor: Lecturer is 10:20:70 by year 2015; and 15:30:55 in year 2018

Proactively attract, develop and retain high performance staffDevelop UNISEL culture based on the organizational guiding valuesManage staff performance

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Conclusion

This strategic plan clearly defines Academic Excellence as the strategic goal that is supported by three strategic enablers: financial sustainability, excellent human resources and effective and efficient organization. With commitment from all staff, along with sufficient resources, we believe that this strategic plan will assist us in achieving our stakeholders’ expectations and ultimately the university’s aspirations as reflected in its mission and vision statements.

‘If you fail to plan, you are planning to fail” - a famous quote by Benjamin Franklin. Equally important with the planning, is the management of the plan to convert it into reality. For that, the strategic goals will be widely communicated and incorporated into the day-to-day business activities, with links to departmental plans such as staff performance plan, annual budgeting plan, human capital plan, etc. The implementation of the strategies will be constantly monitored, reviewed and updated as necessary.

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our path to excellence : unisel strategic plan 2013-2018

Documents

unisel strategic plan

extensive strategic

strategic planning

leading university

university of industry

new campus

main campus

purposebuilt campus