progressive synergize sustain
TRANSCRIPT
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PROGRESSIVESYNERGIZE SUSTAIN
STRATEGIC PLAN 2020-2022GRAPHIC DESIGN:
Siti Safiah binti MadriMuhammad Afif bin Razali
CHIEF EDITOR:Helen Yong Lee GeokHead of Department
Jabatan Pengajian Am
ASSISTANT EDITOR:Noor Anizah bt MaarofKPI Coordinating Officer
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CONTENTS
Director 's Welcoming Remarks . . . . . . . 4-5
Introduction of LARIS concept . . . . . . 8-18
Vision and Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7
Linked . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-24
Ambitious . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-29
ENGLISH VERSION
Responsive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-33
Investment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-42
Student . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-49
Process & Develop . . . . . . . . . . . . . . . . . . . . . . . . . . 50-51
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . 94-95
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KANDUNGANVERSI BAHASA MELAYU
Ucapan Pengarah . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53-54
Visi dan Misi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55-56
Pengenalan Konsep LARIS . . . . . . . . . . . . . 57-67
Linked . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68-71
Ambitious . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72-75
Responsive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76-79
Investment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80-85
Student . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86-91
Proses dan Pembangunan . . . . . . . . . . . . . . 92-93
Penghargaan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94-95
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ENGLISHVERSION
PSS STRATEGIC PLAN 2020-2022
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DIRECTOR'SREMARKS
Strengthening Industry and Community Partnerships To re-design the Education System Enriching Talent Sustaining Conducive Institutions Ensuring Quality TVET Graduates
Assalamualaikum w.b.t,
Alhamdulillah, I am grateful to Allah for his blessings and boasts, we havebeen able to publish the Sandakan Sabah Polytechnic Strategic Plan E-Book(PSS) for the period of 2020 - 2022. Congratulations and deepestappreciation to all direct and indirect parties who involved in theimplementation of the KPI and the publication of this PSS Strategic Plan E-Book.
Based on the PSS Strategic Plan for the period of 2020 - 2022, PSS willundertake a deeper transformation to strengthen the development ofknowledge and skills of students and lecturers in polytechnics, particularlyin facing the challenges of the Industrial Revolution era (4.0). Hence,towards realizing the dream, PSS has outlined five (5) main focuses in linewith the objectives, key performance indicators (KPIs) and action plans:
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Therefore, the implementation of the action plan in the Strategic PlanBook is expected to support the efforts of the Ministry of HigherEducation (MOHE) to develop holistic and entrepreneurial graduates alignwith the National Higher Education Philosophy. I believe that thePublication of PSS Strategic Plan E-Book 2020 – 2022 can be used as aguide to assess the achievements of each KPI targeted as in the previousyear. The assessment of these achievements enables us to measure theimplementation of PSS plan and programs effectiveness so that theimprovements are carried out continuously based on interest and future ofPSS students.
Finally, I believe that the publication of this PSS Strategic Plan E-Book canenhance the knowledge and awareness of PSS staff in discharging itsresponsibilities to improve the quality of the world-class education andservice system.
Left.Kol Bersekutu (PA) Tajul Ariffin Bin Mohamed ArifDirectorSandakan Sabah Polytechnic
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VISIONThe Malaysian Polytechnics will be noted for excellence, characterized by an uncompromising commitmentto outstanding Technical and Vocational Education and Training (TVET) knowledge and skills development,which enhances the social, professional and educational outcomes for graduates. As for PSS, our vision is tobe the Leading-Edge TVET Institution.
Politeknik Sandakan Sabah (PSS) offers two (2) diploma programs in Agro-Technology and Bio-Industry thataligned to industry trends, community expectations and government policies. The polytechnic is engagedwith industry to drive innovation in delivery models that service individual students and local community.
PSS provides accessible TVET programs to maximize student success and benefit society. Our good values ofSOUL (Scholarship, Obedient, Unity, Liable) are described as follows:
VISION ANDMISSION
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To provide wide access to quality and recognized TVET programmeTo empower communities through lifelong learningTo develop holistic, entrepreneurial and balanced graduatesTo capitalize on smart partnership with stakeholders
Customers – focusing on the core customers of PSSChange – adapting to internal and external change positivelyCompliance – ensuring quality outcomes across PSSCommitment – supporting staff commitment and loyalty
MISSION
PSS embarked on TVET agenda in 2019 with the three (3) key pillars of Progressive, Synergize and Sustain. The agendais a three (3) year plan to enhance and support the Polytechnic as a thriving and successful provider at the forefront ofTVET in Malaysia and internationally. The agenda has led the Polytechnic to develop its own strategic plan to ensure thatit reflects the current operating environment and its vision for the future. The Mission of PSS are as follows:
The future will continue to be challenging as the 4th Industrial Revolution (IR4.0) remains significant changes in TVETeducation sectors. The current drivers shaping our operating environment include:
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INTRODUCTION OFLARIS CONCEPT
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AMBITIOUSFurther develop our innovative and entrepreneurial culture
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RESPONSIVE Increase our responsiveness to stakeholders, students, employers and industry
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INVESTMENTInvest in a sustainable future
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LINKED
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"Maintain enduring relationships with all stakeholders including students, staff, industry, employers and thecommunity"
STRATEGIC OBJECTIVE ONE (SO1): Partner with industry to improve program delivery, underpinned by applied research, integrated
work and learning practices.
LARIS - L INKED
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STRATEGIC OBJECTIVE TWO (SO2): Innovate new ideas in response to the specific TVET needs.
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STRATEGIC OBJECTIVE THREE (SO3): Enhance industry engagement forums to inform better
teaching practice.
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AMBITIOUS
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LARIS - AMBITIOUS
"Further develop our innovative and entrepreneurial culture."
STRATEGIC OBJECTIVE ONE (SO1): Transform our e-learning capacity and expand Massive Open
Online Course (MOOC) and flexible delivery options.
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STRATEGIC OBJECTIVE TWO (SO2): Expand and increase our involvement in international projects.
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STRATEGIC OBJECTIVE THREE (SO3):Build up effective capability in managing risk and compliance.
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STRATEGIC OBJECTIVE THREE (SO3):Build up effective capability in managing risk and compliance
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RESPONSIVE
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"Enhance our responsiveness to stakeholders, students, employers, andindustry."
STRATEGIC OBJECTIVE ONE (SO1): Offering program that respond to industry needs and develop
capabilities valued and sought after by employers.
LARIS - RESPONSIVE
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STRATEGIC OBJECTIVE TWO (SO2): Improve the workability of graduates by providing a responsive
and customer-focused approach.
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STRATEGIC OBJECTIVE THREE (SO3): Monitor students’ achievement and make decisions based on
data analysis.
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INVESTMENT
INVESTMENT
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"Invest in a sustainable future."
STRATEGIC OBJECTIVE ONE (SO1): Implement efficient, cost-effective and environmentally
responsible work practices, processes
LARIS - INVESTMENT
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STRATEGIC OBJECTIVE ONE (SO1): Implement efficient, cost-effective and environmentally
responsible work practices, processes and systems.
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STRATEGIC OBJECTIVE ONE (SO1): Implement efficient, cost-effective and environmentally
responsible work practices, processes and systems.
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STRATEGIC OBJECTIVE TWO (SO2): Foster a collegiate culture and a rewarding professional
environment
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STRATEGIC OBJECTIVE TWO (SO2): Foster a collegiate culture and a rewarding professional
environment.
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STRATEGIC OBJECTIVE TWO (SO2): Foster a collegiate culture and a rewarding professional
environment.
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STRATEGIC OBJECTIVE THREE (SO3): Ensure education, training and administrative practices exceed
stakeholder and regulatory requirements.
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STRATEGIC OBJECTIVE THREE (SO3): Ensure education, training and administrative practices exceed
stakeholder and regulatory requirements.
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student
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"Redefine students as customers and focus on the customer experience."
STRATEGIC OBJECTIVE ONE (SO1): Maintain high levels of satisfaction with our education, training
and support services.
LARIS - STUDENT
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STRATEGIC OBJECTIVE ONE (SO1): Maintain high levels of satisfaction with our education, training,
and support services.
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STRATEGIC OBJECTIVE TWO (SO2): Improve success indicators and outcomes for all education and
training participants.
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STRATEGIC OBJECTIVE TWO (SO3): Provide a variety of learning modes and spaces, including
exchange opportunities, online, community-based, and work-integrated learning.
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STRATEGIC OBJECTIVE TWO (SO3): Provide a variety of learning modes and spaces, including
exchange opportunities, online, community-based and workintegrated learning.
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PROCESS
PSS embarked on TVET agenda in 2019 with three (3) key pillars of Progressive, Synergizeand Sustain. This agenda is a three (3) year plans to enhance and support the Polytechnic as athriving and successful provider at the forefront of TVET in Malaysia and internationally. Inaddition, it has led Polytechnic to develop its own strategic plan to ensure that it reflects thecurrent operating environment and its vision for the future.
The 2020-2022 Strategic Plan has been developed and the high-level components of thestrategic plan is to align with the IR4.0. The plan’s objectives and strategies have beendeveloped to reflect our progress towards achieving our vision, with particular reference tothe challenges and opportunities that we encountered. An important element of the StrategicPlan is the introduction of outcome statements to demonstrate how will we measure successagainst each objective and reference to the Key Performance Indicators (KPIs).
The five (5) key strategic of LARIS (Linked, Ambitious, Responsive, Investment andStudents) themes supports our overall vision. PSS has worked hard to establish itself as aleading provider of TVET and this Strategic Plan reinforces this vision.
PROCESS & DEVELOP
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DEVELOPThe Malaysia Polytechnics will focus on the cycle of customer experience from acquisition tograduation ensuring stakeholder satisfaction at all points in the cycle. As a TVET institution, PSSeffectively responds to students, staff, industry and other stakeholders, delivering TVET andeffectively monitors and adjusts its existing operations.
In IR4.0 era, the Polytechnic needs to ensure it is Progressive with students, staff, industry,employers and community as well as the relevance of the Polytechnic’s delivery approach inorder to provide optimal outcomes for the stakeholders. This pillar also includes the mechanismsby which we link to develop partnerships and work integrated learning.
To be successful in the competitive and volatile operating environment, the Polytechnic needs toremain Synergize and ensure its entrepreneurial culture is developed and supported across theentire TVET institution.
The strategy to ensure a Sustainable future are includes the processes supporting our people,financial and physical resources. This includes our learning and working environment andensuring our practices to deliver teaching and learning as well as corporate services are based onthe sustainable approaches, both the bottom line and environment.
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VERSIBAHASAMELAYU
PSS STRATEGIC PLAN 2020-2022
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UCAPANPENGARAH
Memantapkan Perkongsian Industri dan KomunitiMengolah Rekabentuk Sistem PendidikanMemperkaya BakatMelestari Institusi KondusifMemastikan Graduan TVET Berkualiti
Assalamualaikum w.b.t,
Alhamdulillah, saya bersyukur ke hadrat Ilahi kerana dengan rahmat danlimpah kurnia-Nya jua, kita telah dapat menerbitkan E-Buku Pelan StrategikPoliteknik Sandakan Sabah (PSS) bagi tempoh 2020 - 2022. Setinggi-tinggitahniah dan sekalung penghargaan kepada semua pihak yang terlibat dalampelaksanaan KPI dan penerbitan E-Buku Pelan Strategik PSS ini.
Berdasarkan Pelan Strategik PSS bagi tempoh 2020 - 2022, PSS akanmelaksanakan transformasi yang lebih mendalam agar dapatmemperkukuhkan pembangunan pengetahuan dan kemahiran para pelajarmahupun pensyarah di politeknik, terutama dalam mendepani cabaran eraRevolusi Industri (4.0). Justeru itu, ke arah merealisasikan impian tersebut, PSStelah menggariskan lima (5) fokus utama sejajar dengan objektif, petunjukprestasi utama (KPI) dan pelan tindakan iaitu:
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Sehubungan dengan itu, pelaksanaan pelan tindakan yang telah dirancangdi dalam Buku Pelan Strategik ini diharapkan dapat menyokong usahaKementerian Pengajian Tinggi (KPT) untuk membangunkan graduan yangholistik, berciri keusahawanan dan seimbang sejajar dengan FalsafahPendidikan Tinggi Kebangsaan.
Saya percaya bahawa Penerbitan Buku Pelan Strategik PSS 2020 – 2022dapat dijadikan panduan untuk menilai pencapaian bagi setiap KPI yangdisasarkan seperti mana yang telah dilaksanakan pada tahun sebelumnya.Penilaian pencapaian tersebut membolehkan kita mengukur sejauh manakeberkesanan pelaksanaan pelan dan program PSS agar penambahbaikandilaksanakan secara berterusan demi kepentingan dan masa depan pelajarPSS.
Akhir kata, saya percaya bahawa penerbitan E-Buku Pelan Strategik PSSini dapat menambahkan pengetahuan dan kesedaran warga PSS dalammelaksanakan tanggungjawab bagi meningkatkan kualiti sistempendidikan dan perkhidmatan yang bertaraf dunia.
Left.Kol Bersekutu (PA) Tajul Ariffin Bin Mohamed ArifPengarahPoliteknik Sandakan Sabah
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VISI DAN MISIVISI
Politeknik Malaysia sinonim dengan kecemerlangan yang bercirikan komitmen tanpakompromi bagi menerajui pendidikan dan latihan teknikal dan vokasional (TVET) darisegi pengetahuan dan pembangunan kemahiran, di samping meningkatkan keberhasilansosial, professional, dan pendidikan bagi siswazah. Visi PSS adalah untuk menerajuInstitusi TVET . Politeknik Sandakan Sabah (PSS) menawarkan dua program Diploma dalam bidangAgroteknologi dan Bio Industri yang sesuai dengan aliran semasa industri, permintaanmasyarakat serta dasar kerajaan. Politeknik ini terlibat secara langsung bersama industribagi mendorong inovasi dalam permodelan penyampaian yang berkhidmat kepadapelajar secara individu dan juga komuniti setempat.
PSS menawarkan program TVET yang dapat diakses bagi memaksimumkan pencapaianpelajar dan memberi manfaat kepada komuniti . Kami memilih konsep SOUL(Scholarship, Obedient, Unity, Liable) yang dapat diperincikan seperti berikut:
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Menyediakan akses yang meluas kepada program TVET yang berkualiti dan diiktiraf.
Memperkasa komuniti melalui penyelidikan, inovasi dan pembelajaran sepanjang hayat.
Melahirkan graduan holistik, berciri keusahawanan dan seimbang
Memanfaatkan sepenuhnya perkongsian pintar dengan pihak berkepentingan.
Pelanggan-memberi tumpuan terhadap kepentingan pelanggan PSS.
Perubahan-mengadaptasi perubahan dalaman dan luaran secara positif .
Pematuhan-memastikan kualiti produk di seluruh PSS.
Komitmen-mendukung komitmen dan kesetiaan staf.
MISIPSS mempelopori bidang TVET pada tahun 2019 dengan 3 prinsip iaitu Progressive, Synergize danSustain. Ini merupakan pelan tiga tahun bagi meningkatkan dan mendorong Politeknik untuk terusberkembang maju sebagai penyumbang utama TVET di Malaysia dan antarabangsa. Pelan 3 tahunini bertujuan untuk memastikan operasi pelaksanaan semasa dan visinya tercapai pada masahadapan. Misi PSS adalah seperti berikut:
Kewujudan Revolusi Industi ke 4 (IR 4.0) yang sentiasa menghadapi perubahan signifikan dalamsektor pendidikan TVET merupakan cabaran utama bagi PSS terutama pada masa hadapan. Antarapemacu utama yang menjadi menyumbang kepada misi kami termasuk:
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PENGENALANKONSEP LARIS
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AMBITIOUS / BERCITAMembangunkan budaya inovatif dan keusahawanan.
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RESPONSIVE / RESPONSIFMeningkatkan tindak balas kepada pihak berkepentingan, pelajar, majikan dan industri.
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INVESTMENT / PELABURANMelabur demi masa depan yang mampan.
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STUDENTS / MAHASISWAMentakrifkan semula pelajar sebagai pelanggan
dan fokus kepada pengalaman pelanggan.
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LINKED
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"Mengekalkan hubungan dengan pihak berkepentingan termasuk pelajar, staf , industri ,majikan dan komuniti setempat."
OBJEKTIF STRATEGI PERTAMA (SO1): Bekerjasama dengan industri untuk
meningkatkan penyampaian program dan diperkukuhkan dengan penyelidikan danlatihan pembelajaran kerja bersepadu.
LARIS - L INKED
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OBJEKTIF STRATEGI KEDUA (SO2): Mencipta idea baru berdasarkan keperluan
khusus TVET.
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OBJEKTIF STRATEGI KETIGA (SO3): Meningkatkan hubungan dua hala antara
industri dan institusi bagi pengajaran berkesan.
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AMBITIOUS
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"Mengembangkan lagi budaya inovatif dan kesuahawanan."
OBJEKTIF STRATEGI PERTAMA (SO1): Memperbaharui keupayaan e-pembelajaran dan memperluaskan Massive Open
Online Course (MOOC) dan pilihan pembelajaran yang fleksibel.
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LARIS - AMBITIOUS
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OBJEKTIF STRATEGI KEDUA (SO2): Memperluas dan meningkatkan keterlibatandalam projek-projek bertaraf antarabangsa.
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OBJEKTIF STRATEGI KETIGA (SO3): Membina keupayaan yang efektif dalam
mengurus risiko dan pematuhan.
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RESPONSIVE
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"Meningkatkan daya tindak balas kami terhadap pihak berkepentingan, pelajar, majikandan industri ."
OBJEKTIF STRATEGI PERTAMA (SO1): Menawarkan program yang memenuhi keperluan industri dan mencapai ciri-ciri
yang dikehendaki oleh majikan.
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LARIS - RESPONSIVE
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OBJEKTIF STRATEGI KEDUA (SO2): Meningkatkan kebolehkerjaan siswazah dengan memberikan
pendekatan yang responsif danberfokus pada pelanggan.
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OBJEKTIF STRATEGI KETIGA (SO3): Pantau pencapaian pelajar dan buat keputusan
berdasarkan analisis data.
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INVESTMENT
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"Melabur dalam masa depan lestari."
OBJEKTIF STRATEGI PERTAMA (SO1): Melaksanakan amalan, proses dan sistem kerja yang cekap,
menjimatkan kos dan bertanggungjawab terhadap alam sekeliling.
LARIS - INVESTMENT
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OBJEKTIF STRATEGI KEDUA (SO2): Memupuk budaya perkongsian dan persekitaran
profesional yang bermanfaat
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OBJEKTIF STRATEGI KETIGA (SO3): Memastikan amalan pendidikan, latihan dan
pentadbiran mencapai keperluan pihakberkepentingan dan peraturan.
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"Menentukan semula pelajar sebagai pelanggan dan memfokuskan kepadapengalaman pelanggan."
OBJEKTIF STRATEGI PERTAMA (SO1): Mengekalkan tahap kepuasan yang tinggi melalui perkhidmatan
pendidikan, latihan dan sokongan.
LARIS - STUDENTS
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OBJEKTIF STRATEGI KEDUA (SO2): Meningkatkan petunjuk kejayaan dan keberhasilan
untuk semua peserta latihan dan pendidikan.
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OBJEKTIF STRATEGI KETIGA (SO3): Menyediakan pelbagai mod dan ruang pembelajaran, termasuk
peluang pertukaran program, pembelajaran dalam talianbersepadu dan berasaskan komuniti .
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PROSESPSS memulakan agenda TVET pada tahun 2019 dengan tiga tonggak utama iaitu‘Progressive, Synergize and Sustain’. Agenda ini merupakan pelan tiga (3) tahununtuk meningkatkan dan menyokong Politeknik sebagai pusat ilmu TVET yangutama sentiasa berkembang maju di Malaysia dan di peringkat antarabangsa.Agenda ini telah mendorong Politeknik untuk membangunkan pelan strategiknyasendiri bagi memastikan persekitaran operasi semasa dan misi tercapai untuk masadepan. Pelan Strategik 2020-2022 telah dibangunkan melalui komponen peringkat tinggipelan strategik untuk disesuaikan dengan Industri Revolusi 4.0 (IR 4.0). Objektifdan stategi pelan ini diwujudkan sebagai panduan kepada PSS ke arah mencapai visiberdasarkan cabaran dan peluang yang PSS hadapi pada masa sekarang. Salah satuelemen penting dalam pelan strategik adalah bukti pencapaian untuk menunjukkanbagaimana PSS mengukur kejayaan terhadap setiap objektif melalui petunjukprestasi utama. Lima utama panduan dalam pelan strategik PSS iaitu LARIS (Linked, Ambitious,Responsive, Investment and Students) bagi menyokong visi dan misi institusi. PSSberjaya menempatkan diri sebagai penyumbang terkemuka TVET dandengan kewujudan pelan strategik ini dapat mengukuhkan lagi visi PSS.
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PROSES DANPEMBANGUNAN
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PEMBANGUNANPoliteknik Malaysia akan memberi tumpuan kepada pelanggan iaitupelajar dari pengambilan hinggalah ke pengijazahan pelajar untukmemastikan kepuasan yang berkepentingan terjaga. Sebagai sebuahinstitusi TVET, PSS bertindak balas secara aktif kepada pelajar, staf,industri dan pihak berkepentingan lain untuk penyampaian TVET secaraberkesan dan penyesuaian operasi yang sedia ada. Dalam teknologi yang sentiasa berubah terutama pada era IR 4.0, PSSperlu memastikan penyampaian yang progresif kepada pelajar, staf,industri, majikan dan komuniti setempat untuk mencapai hasil yangoptimum kepada pelajar amnya. Tonggak ini juga merangkumimekanisma PSS untuk membangunkan sesi perkongsian dan integritidalam pembelajaran dan amalan kerja. Justeru itu, PSS perlu kekal ‘Synergize’ dan memastikan budayakeusahawanan dibangunkan dan disokong di seluruh institusi TVET.Selain itu, bagi memastikan usaha ini berjaya pada masa depan,kebajiakn kakitangan, sumber kewangan yang kuat dan sokongan kuatdari segi sumber fizikal perlu dititikberatkan juga. Antaranyatermasuklah pembelajaran, persekitaran kerja dan perkhidmatankorporat adalah berdasarkan pendekatan yang mampan dan terbaik.
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W e w o u l d l i k e t o e x p r e s s o u r s i n c e r e g r a t i t u d e t o t h e w r i t e r s w h o h a v e s u c c e s s f u l l yc o n t r i b u t e d t o t h e " P r o g r e s s i v e S y n e r g i z e S u s t a i n : S t r a t e g i c P l a n 2 0 2 0 - 2 0 2 2 " .
/J u t a a n t e r i m a k a s i h d i u c a p k a n k e p a d a b a r i s a n p e n u l i s b e r i k u t y a n g t e l a h m e n j a y a k a np e n u l i s a n b u k u " P r o g r e s s i v e S y n e r g i z e S u s t a i n : S t r a t e g i c P l a n 2 0 2 0 - 2 0 2 2 " i n i .
CHIEF WRITER / KETUA PENULIS
Dr. Zulkefle bin IsmailM a n t a n T i m b a l a n P e n g a r a h A k a d e m i k
P o l i t e k n i k S a n d a k a n S a b a h
PANEL OF WRITERS / BARISAN PENULIS
I r w a n d i h B i n M a t J a i l i D r . A n n a f a t m a w a t y B i n t i I s m a i l
Mohd Nizar Bin Mardan Mohamad Iskandar Bin Sawar
Mahaletchumy A/P Krishnamoorthy Bahauddin Bin Zubir
Effandy Bin Masalleh Hazlizah Binti Rujih
Sures A/L Narayasamy Ezdalina Binti Abdul Rahaman
Muhammad Shukri Bin Mohd Yusof
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ACKNOWLEDGEMENTS/
PENGHARGAAN
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We would also like to extend our token of appreciation to those who havecoordinated the compilation of the "Progressive Synergize Sustain: Strategic Plan2020-2022".
/Sekalung penghargaan juga diucapkan kepada pihak berikut yang telah membantudalam penulisan buku "Progressive Synergize Sustain: Strategic Plan 2020-2022" ini.
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Tajul Ariffin b. Mohd. Ariff - Pengarah Politeknik Sandakan
Mohd. Zardy bin Ab Rahman - Timbalan Pengarah Akademik
Tony Ontok - Ketua Jabatan Agroteknologi dan Bio-Industri
Marc Rudy Johndery - Ketua Jabatan Matematik, Sains dan Komputer
Mohd. Nur Nazaqul Hakimi b. Mohd. Najmuddin - Pegawai Perhubungan dan Latihan Industri
Mohd. Adam Nashriq b. Bani Yamin - Ketua Unit Peperiksaan
Norina bt. Yadin - Pegawai Kualiti
Harmimi bt. Ab. Malek - Pegawai Teknologi Maklumat
Abd. Karim bin Abd. Bool - Pegawai Pembangunan dan Senggaraan
Nazatul Syafinaz bt. Jafery - Pegawai Psikologi
Nawati bt. Badjo - Pengurus Asrama
Janilyn bt. Salcedo - Penolong Pustakawan
Thank You // Terima Kasih
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POLITEKNIK SANDAKAN SABAH
Education Hub, Batu 10,Jalan Sungai Batang, 90000
Sandakan, Sabah.089-228 351089-228 325
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