Strategic Plan - Universiti Malaysia Perlis
Strategic Plan - Universiti Malaysia Perlis
Strategic Plan - Universiti Malaysia Perlis
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Strengthening Competitiveness<br />
<strong>Strategic</strong> <strong>Plan</strong><br />
2008-2010<br />
BRIGADIER GENERAL PROFESSOR DATO’ DR. KAMARUDIN HUSSIN<br />
ABDUL AZIZ MAHMUDDIN
Contents<br />
List of charts ............................................................................................... i<br />
List of tables ................................................................................................ i<br />
List of figures................................................................................................ i<br />
Mission.......................................................................................................... ii<br />
Vision............................................................................................................ ii<br />
Core Value................................................................................................... ii<br />
Philosophy and Objectives.......................................................................... ii<br />
Official song of UniMAP............................................................................ iii<br />
Vice Chancellors’s Message........................................................................iv<br />
Chapter 1<br />
Introduction............................................................................................................ 1<br />
Chapter 2<br />
National Policies: Basic Analysis of External Environment.... ............................ 7<br />
Chapter 3<br />
Core Strategy 1: Enhancing the Academic Objectives ........................................ 20<br />
Chapter 4<br />
Core Strategy 2: Upgrading the Practical Oriented Curriculum........................... 32<br />
Chapter 5<br />
Core Strategy 3: Promoting Research and Innovations........ .............................. 37<br />
Chapter 6<br />
Core Strategy 4: Improving Internationalization Programs....... .......................... 45<br />
Chapter 7<br />
Core Strategy 5: Stregthening the Development of Human Capital and<br />
Promoting the concept of Distributed Campus........................................................ 50<br />
Chapter 8<br />
Core Strategy 6: Contributing to the Growth of Agro-Industires<br />
in the Nation ......................................................................................................... 61<br />
Chapter 9<br />
Core Strategy 7: Developing Administrative and Delivery Systems<br />
and Generating Income ................................................................................. 64<br />
Chapter 10<br />
Close .............................................................................................................. 73
List of Charts<br />
Chart 3.1<br />
Chart 3.2<br />
Chart 3.3<br />
: Number of Lecturers According to Posts in 2007…..24<br />
: Number of Types of Acquisition of Library in 2007…..26<br />
: Number of Graduates Employed from Different Schools in 2007…..27<br />
Chart 3.4a : Forecast of Enrolment of Students by 2010..........28<br />
Chart 3.4b : Forecast of Enrolment of Students by 2015...........28<br />
List of Tables<br />
Table 3.1<br />
Table 3.2<br />
Table 3.3<br />
Table 5.1<br />
Table 5.2<br />
Table 5.3<br />
Table 7.1<br />
Table 7.2<br />
Table 7.3<br />
: Number of Intakes and Total Number of Students Actively Enrolled in<br />
Different Schools in 2007…..22<br />
: Schools and Programs Offered in 2007…..23<br />
: Number of Students Doing Practical Training and Types of Companies<br />
Providing the Training in 2007…..27<br />
: Number, value and types of Grants According to Various Schools and<br />
Institutes in 2007…..40<br />
: CIF, TCPY, ACPP and other Information for the year 2003-2007…..41<br />
: Number of National and International Awards Won in 2007…..42<br />
: Characteristics of 1st Class Human Capital…..52<br />
: Number of Staff in Different Categories, Posts and Service Schemes in<br />
2007…..55<br />
: Number of Active Students in UniMAP at Diferent Levels of Studies in<br />
2007…..56<br />
List of Figures<br />
Figure 1.1<br />
Figure 7.1<br />
: Milestone of Achivements of UniMAP........4<br />
: The Characteristics of Human Capital Based on Class<br />
Differentiation…..51<br />
i
Mission<br />
To Produce Holistic Human Capital that Contributes to the National Agenda and also<br />
that Promotes Competitiveness in the National Industries.<br />
Vission<br />
To Establish an Internationally Competitive Academic and Research Institution<br />
Core Value<br />
KNOWLEDGE ● SINCERITY ● EXCELLENCE<br />
Objectives and Philosophy<br />
The engineering programs of <strong>Universiti</strong> <strong>Malaysia</strong> <strong>Perlis</strong> aim to produce engineering<br />
graduates in many strategic disciplines. Through this orientation, the graduates are<br />
expected to be innovative in applying their problem-solving skills. The engineering<br />
programs in the university emphasize on “lab intensive” approach.<br />
The courses offered mostly combine the elements of practical and the elements of<br />
theory the way industries prefer. Students here are taught management, accounting,<br />
entrepreneurial skills, communication, co-curriculum and moral values. The purpose is<br />
to produce engineers who are top-notched in their engineering discipline as well as<br />
engineers who can be independent and possess commendable personality.<br />
ii
UniMAP Anthem<br />
WAWASANKU<br />
<strong>Universiti</strong> <strong>Malaysia</strong> <strong>Perlis</strong><br />
Alam Kejuruteraan<br />
Ilmu, keikhlasan, kecemerlangan<br />
Wawasan jiwa kita<br />
Berdikari, rohaniah, berteknologi<br />
Pemimpin berbestari<br />
Untuk bangsa, insan dan<br />
Umat dunia<br />
Negara yang tercinta<br />
<strong>Universiti</strong> <strong>Malaysia</strong> <strong>Perlis</strong><br />
Alam Kejuruteraan<br />
Ilmu, keikhlasan, kecemerlangan<br />
Wawasan jiwa kita<br />
Ciptaan: Fauzi Marzuki<br />
Lirik: Ismail Abdullah<br />
iii
VICE CHANCELLOR’S MESSAGE<br />
ملاسلا مكيلع هتاكربواللهاةمحرو<br />
I‟m very grateful to Almighty Allah whose blessings made it possible for this book<br />
<strong>Strategic</strong> <strong>Plan</strong> 2008-2010 be produced.<br />
To manage a billion-dollar institution is not easy but definitely not impossible. It is<br />
easy because it has hundreds of staff who are dedicated, sincere and, above all,<br />
responsible. UniMAP inculcates several values among its staff. Some of them are the<br />
sharing of ideas, having freedom of thought, being accountable, being proactive and<br />
having the pride to serve the institution. UniMAP is also sensitive to the need and wellbeing<br />
of the students and staff. It is the culture of UniMAP.<br />
It appears that the path to glory is at a distance and it is becoming more<br />
challenging. We need to think big to proceed besides having a strong desire to compete<br />
in ourselves. By 2015, UniMAP hopes to be among the best universities in the country.<br />
And by 2020 UniMAP hopes to be among the top 500 universities in the world. To<br />
achieve this, UniMAP needs absolute and total commitment from each and every<br />
member of its staff.<br />
UniMAP can achieve this dream of becoming a top university in the world<br />
provided it has: firstly, everyone in UniMAP practices what is required to be of 1st class<br />
mind; and secondly, every unit, department and school must shoulder duties with<br />
responsibilities through discussion (Musyawarah), it is crucial to believe in team<br />
participation rather than individual efforts; thirdly, UniMAP must be managed<br />
constructively, dynamically, and progressively by any management system that has<br />
been proven successful. I agree that there are numerous other factors that contribute to<br />
the institution being excellent, but I feel that the above 3 are primary and they ought to<br />
be the working culture of UniMAP.<br />
I‟ve requested the Corporate Development Unit (UNIPEK) to document the<br />
above thoughts. The aim is that everyone - from the top-management personnel to<br />
office helpers - has excess to these thoughts. Thus, he or she could rekindle the spirit<br />
and desire to work hard. Today, each of us work towards achieving personal objective.<br />
iv
After this, we like to see that this personal achievement becomes an integral part of the<br />
aims of the Units, Departments, Schools, and finally the University itself. In this way, we<br />
hope that the individual member of UniMAP that has achieved his or her target would<br />
feel that he or she has contributed meaningfully towards the well-being of the University.<br />
The opposite is also true.<br />
The process of documenting this idea does not come from one or two thoughts or<br />
feelings. In fact, it comes from a multitude of thoughts contributed by the entire<br />
spectrum of UniMAP from the top management team to the bottom helpers. It was<br />
achieved through many workshop-hours; it actually started since UniMAP was founded.<br />
I hope that this document is not regarded as a set of instructions or decisions that come<br />
from the top management team downwards. If so, then its acceptance would be difficult,<br />
and should this happen then we‟ve wasted a lot of time and efforts through numerous<br />
workshop-sessions.<br />
This document is actually a policy of UniMAP that we develop together to equip<br />
ourselves to face the many challenges found within the education industry. At the very<br />
least, it is a policy of UniMAP for the next 3 years. It is then pertinent that every member<br />
of UniMAP understands and digests every information found in this policy. We would<br />
like to expect that every form of activity, let it be that of individual, departmental, school,<br />
and even the university, works and contributes towards the same direction and goals<br />
stipulated earlier.<br />
The direction stipulated in this document contains a number of thoughts which<br />
are proactive. In many aspects, we have started to think OUT-OF THE-BOX. In the next<br />
3 years, we do not want to be known solely as an engineering university. We want to<br />
spread our wings into the discipline of agro-industry. We have the desire to produce<br />
competent entrepreneurs and techno-entrepreneurs. Our identity in our niche area of<br />
electonics will be maintained and developed. However, we also will assign a high value<br />
to the discipline of agro-industry. We do so not because we‟re reactive to the needs of<br />
the Northern Corridor Economic Region (NCER). We do so because we are proactive<br />
as the idea of developing the agro-industry was agreed on even before it became a<br />
goverment policy. I believe we‟re on the right track. Alhamdullillah.<br />
v
We do not produce entrepreneurs and techno-enterpreneurs because of a<br />
directive from the goverment. We do so because we believe that the existing paradigm<br />
must change so that we can be competitive in the everchanging world of economy. We<br />
not only have to compete among ourselves but we must be prepared to face the<br />
challenges from the economic giants of the world like China and India. To achive this,<br />
we need new ways, new processes and new techniques.<br />
In the past, we only encouraged the population to be involved in business. Today<br />
we feel that any businessman who does not possess the soul and will of being an<br />
entrepreneur would not survive against the economic dragons found in the market.<br />
Businessmen of tomorrow must be innovative and able to produce new ideas and<br />
processes. They must be mentally strong and their “ideas” must be well ahead of others<br />
regardless of where they come from within the country or out side. It is essential that we<br />
produce entrepreneurs who could generate their own BLUE OCEAN than those who are<br />
still labouring in the highly competitive RED OCEAN that demands blood, tears and<br />
sweat from its participants. This is one of the shifts that we need to activate in order to<br />
become an internationally highly-competitive academic and research institiution as<br />
refered to in the vision of UniMAP.<br />
In the future, I‟m requesting that all staff of UniMAP to think more innovatively<br />
and more out-of-the box so that we can generate new and fresh ideas. This is to ensure<br />
that UniMAP is still relevant in future. We cannot rely on good reactive thinking. We<br />
need to be proactive and progressive. We need to be out of the influence of<br />
conventional thinking that only provides “make-overs” to old ideas that result in minimal<br />
returns.<br />
This strategic plan of 2008-2010 is actually a beginning to a new era for UniMAP.<br />
It provides the ground work for more to come in 2010-2020 plan. I sincerely hope that<br />
everyone in UniMAP would be ready with new ideas, new commitments, and new<br />
iniatiatives so that together we put UniMAP on the world map.<br />
At this juncture, I would like to express my appreciation and to say “thank you” to<br />
Professor Dr. Ali Yeon Md. Shakaff (Deputy Vice Vhancellor Academic and<br />
International), Professor Dr. Zul Azhar Zahid Jamal (Deputy Vice Chancsellor Research<br />
and Innovation) A.P. Dr. Zuraidah Mohd. Zain, A.P. IR Mohabattul S NS Bukhari, and<br />
vi
A.P. Dr. Mahmad Nor Jaafar for their constructive comments; administrative staff that<br />
provides info and data; Mr. Zulhillizan othman, cik Noor Asliza Abdul Rahim, and Cik Siti<br />
Farah Syazana Mohamed Yusoff who did the editing and aided in the publising of this<br />
document.<br />
May Allah always be with us and bless us as we undertake these responsibilities<br />
given to us. Thank You.<br />
ملاسلاو مكيلع هتاكربواللهاةمحرو<br />
BRIGADIER GENERAL PROFESOR DATO’ DR. KAMARUDIN HUSSIN<br />
Vice Chancellor<br />
vii
Chapter 1<br />
INTRODUCTION<br />
1.01 <strong>Strategic</strong> <strong>Plan</strong>ning means making sensible analysis of the institution‟s vision,<br />
mission, and objectives. It must take into account the internal environment of the<br />
institution (its strengths and weaknesses) as well as its external environment<br />
(opportunities and threats). Armed with these, the top policy makers can make<br />
decisions on what approach to employ, and what tactics and techniques to use in<br />
order to be competitive. Decisions arrived at must be complemented immediately<br />
by relevant actions. Otherwise, they are meaningless.<br />
1.02 This document is the official strategic <strong>Plan</strong>ning of UniMAP for the year 2008-<br />
2010. The contents of this document must act as a base from which everyone in<br />
UniMAP sets his or her target as an individual, a unit, a department or as a<br />
school for the time frame of 2008-2010.<br />
1.03 The UniMAP <strong>Strategic</strong> <strong>Plan</strong>ning 2008-2010 contains 10 chapters:<br />
(i) Introduction<br />
(ii) The Current National Objectives: Analysis of External Envionment<br />
(iii) 7 core strategies of UniMAP (& Chapters)<br />
(vi) Close<br />
This document does not include the Action <strong>Plan</strong>s as that will be in a separate<br />
document.<br />
<strong>Strategic</strong> Management of UniMAP<br />
1.04 Since its official beginning – February 16, 2002 – UniMAP has organized many<br />
workshops focussing on strategic planning and main Performance Indicator<br />
(KPI). In 2004, UniMAP produced a document called <strong>Strategic</strong> <strong>Plan</strong> for 2004-<br />
2006. In February 2006, UniMAP organized a muhasabah workshop focussing<br />
on identifying its strengths and weaknesses as an institute of Higher Learning.<br />
1.05 In October 2006, 2 KPI workshops were held. In these workshops, UniMAP<br />
decided on a new mission and vision in conjunction with a new “branding” of the<br />
University College to a technical University. The new mission and vision of<br />
UniMAP are as follows.<br />
Mission<br />
To produce holistic Human Capital that Contributes to the National Agenda and<br />
also that promotes competitiveness in National Industries.<br />
1
Vision<br />
To establish an internationally competitive Academic and Research Institution.<br />
1.06 Series of <strong>Strategic</strong> <strong>Plan</strong>ning meetings using the system of The Balanced<br />
Scorecard (BSC) were held by the units and departments. In February 2007, a<br />
strategic planning workshop was held. This time it involved top-management<br />
personnel, deans, departmental heads, and other officers. In this workshop, 126<br />
Performance Indicators (KPI) were identified. In another workshop, it identified<br />
the direction that UniMAP would embark.<br />
1.07 In early 2008, one more workshop was held and in this workshop 17 more<br />
UniMAP KPIs were identified for 2008-2010. In order to realize the concept of<br />
buy-in in strategic <strong>Plan</strong>ning and KPI at Unit, department and University levels,<br />
the entire workforce is involved in the decision making through BSC and KPI<br />
workshops. The work-target (SKT) of everyone in the University will be mapped<br />
with the KPI of the University and eventually to that of the national strategic plan<br />
of Higher Institution (PSPTN) which was officially launched on August 27, 2007.<br />
Action and Target Setting Phase<br />
1.08 The Academic Reputation Survey (Ares) done in November last categorized<br />
UniMAP as a 3 star university – a standard shared by 10 other universities. In the<br />
future, UniMAP plans to better its rating and ranking. It plans to achieve this<br />
through 4 phases of actions and strategies which would become UniMAP‟s<br />
milestone of its achievement. The 4 phases of action plans are:<br />
(a) Phase1: Setting of the Direction of the University (2008-2010)<br />
Since UniMAP is relatively very young, it is pertinent that in its long-term<br />
planning it would organize all activities to be in line with the requirements<br />
found in the National <strong>Strategic</strong> <strong>Plan</strong> of Higher Education (PSPTN). In this<br />
phase, UniMAP targets to be among the top of the group of universities<br />
considered as “satisfactory”.<br />
(b) Phase 2: Stabilizing and Strenghening (2011-2015)<br />
In this phase, it is expected that UniMAP to be standing on a strong<br />
foundation or base. This enviornment then would produce a more matured<br />
workforce to compete with other universities.<br />
By 2015, the target is to get UniMAP to be categoreized within the group of<br />
“Good” universities.<br />
(c)<br />
Phase 3: Achieving the status of an excellent and, competitive university<br />
(2016-2020)<br />
2
In this phase, UniMAP will maintain the status of being the best among the<br />
universities (IPTA) ranked as “good”. By 2020 UniMAP targets to be a<br />
competitive and focussed university that is ranked as “excellent”.<br />
(d)<br />
Phase 4: achieving the status of a globally competitive university (Beyond<br />
2020)<br />
Beyond 2020, UniMAP will be driven to compete globally. In this phase,<br />
UniMAP targets to be among the top 500 <strong>Universiti</strong>es in the world.<br />
3
Figure 1.1:<br />
Milestone of achievements of UniMAP<br />
Phase 4:<br />
Top 500 <strong>Universiti</strong>es in the<br />
World<br />
Beyond 2020<br />
3 rd Phase:<br />
An Excellent<br />
University<br />
By 2020<br />
2 nd Phase:<br />
Top University Among the Group<br />
of “Good” <strong>Universiti</strong>es<br />
By 2015<br />
1 st Phase:<br />
Top University Among the Group of “Satisfactory”<br />
<strong>Universiti</strong>es<br />
By 2010<br />
4
7 Core Strategies of UniMAP<br />
1.09 UniMAP stresses on 7 core strategies for the year 2008-2010.<br />
Core Strategy 1: Setting the Direction of Academic Programs<br />
Core Strategy 2: Upgrading the Practical Oriented Curricullum<br />
Core Strategy 3: Enhancing Research and Innovation<br />
Core Strategy 4: Promoting Internationalization<br />
Core Strategy 5: Developing Human Capital and<br />
Enhancing the Concept of Distributed Campus<br />
Core Strategy 6: Contributing towards Local Agro-Industry<br />
Core Strategy 7: Enhancing Administration and Delivery System and Generating<br />
Source of Income.<br />
The Objectives of <strong>Strategic</strong> <strong>Plan</strong> of 2008-2010<br />
1.10 The objectives of writing this document are:<br />
(a)<br />
(b)<br />
(c)<br />
to record the weaknesses of the <strong>Universiti</strong>y‟s management and<br />
administrative systems as perceived by the staff. These observations are<br />
then used to improve the system,<br />
to record the current national objectives that relates to the system of Higher<br />
Learning and UniMAP as a university, and<br />
to inform and clarify to every member of UniMAP workforce the 7 core<br />
strategies for 2008-2010.<br />
1.11 To satisfy the requirement of the Ministry of Higher Learning of <strong>Malaysia</strong> that<br />
expects every university to document the direction in which the University<br />
chooses for 2008-2010. Chapter 3 and Chapter 9 of this document explain the<br />
direction UniMAP chooses for 2008-2010.<br />
1.12 With the publication of this document, UniMAP hopes that:<br />
(a)<br />
(b)<br />
(c)<br />
every member of the staff in UniMAP concentrates on the requirements of<br />
KPI that the university hopes to achieve yearly.<br />
every unit, department, school prepares action plan appropriate to the<br />
corporate KPI<br />
every member of UniMAP understands work proceses that could improve<br />
the university. In this way the university could be driven more efficiently and<br />
effectively to face the future requirements.<br />
1.13 The following references are made in the making of this document:<br />
(i) Industrial Master <strong>Plan</strong> (IMP1)<br />
(ii) 3rd Long-term <strong>Plan</strong> (RRJP3) (2001-2010)<br />
(iii) 9th <strong>Malaysia</strong> <strong>Plan</strong> (RMK9) (2006-2010)<br />
5
(iv) Northen Corridor Economic Region Action <strong>Plan</strong> (NCER)<br />
(v) <strong>Strategic</strong> <strong>Plan</strong> of National Higher Action <strong>Plan</strong> (PSPTN)<br />
(vi) Action <strong>Plan</strong> of National Higher Learning (PTPT) (2007-2010)<br />
(vii) National Intergrity <strong>Plan</strong> (PIN), Higher Education<br />
Close<br />
1.14 As a dynamic organization, it is hoped that this document can serve as a primary<br />
source in preparing for the long term plan of UniMAP (2011-2020).<br />
6
Chapter 2<br />
THE CURRENT NATIONAL OBJECTIVES: BASIC ANALYSIS OF EXTERNAL<br />
ENVIRONMENT<br />
Introduction<br />
2.01 Since it begining, February 16, 2002, UniMAP has faced many organizational<br />
environments that were perpetually changing. On February, 17th to 19th,<br />
UniMAP held a “Muhasabah” workshop in order to find out the strenghts and<br />
weaknesses of UniMAP as an Institute of Higher Learning. 213 weaknesses<br />
were recorded. The information was then used to design the management and<br />
administrative systems of UniMAP which would be instrumental towards the<br />
future well-being of the institution.<br />
2.02 UniMAP faces a number of changes externally: Political, economic, social,<br />
technological, and management. The changes are the results of changes that<br />
take place within the country and beyond. Within these complexities, UniMAP<br />
chooses its objectives that are relevant to UniMAP being an IPTA. Thus,<br />
references are made from: Industrial Master <strong>Plan</strong>, 3rd Long Term <strong>Plan</strong> (RRJP3)<br />
2001-2010, the 9th <strong>Malaysia</strong> <strong>Plan</strong> (RMK9), Action <strong>Plan</strong> of Northern Corridor<br />
Economic Region (NCER) and the current National <strong>Strategic</strong> <strong>Plan</strong> for Higher<br />
Learning (PSPTN).<br />
2.03 This chapter reterate the objectives, strategies, resolutions and action plans<br />
found in the original documents. This is done with the purpose of providing the<br />
reader with a quick reference should the need arises. This will also aid in<br />
formatting the <strong>Strategic</strong> <strong>Plan</strong> of UniMAP.<br />
The Philosophy of the National Higher Learning<br />
2.04 The transfomation of the National Higher Education is infact a continuation of the<br />
National Education Philosophy as stated in the Education Act of 1996. It aims at<br />
producing individuals (human capital) who are well-balanced, knowledgable and<br />
possess good moral value. The National Education Philosophy below then<br />
becomes the base of the National Philosophy of Higher Learning:<br />
“Education in <strong>Malaysia</strong> is a continuous effort to develop the potentials<br />
found in individuals in order to produce well-balanced individuals who are<br />
superior in mind, body and soul through the belief of GOD. It aims to<br />
produce <strong>Malaysia</strong>ns who are knowledgable, having good moral values,<br />
responsible and having a strong desire to contribute to the well-being of<br />
the family, society and finally the nation.”<br />
7
Changes in the National Policies<br />
2.05 Industrial Master <strong>Plan</strong> (IMP1)<br />
The 1st Industrial Master <strong>Plan</strong> (IMP1) (1986-1995) provides the basis for the<br />
manufacturing sector as the primary source of the national economy. The 2nd<br />
Industial Master <strong>Plan</strong> (IMP2) (1996-2005) concentrates on strengthening these<br />
industries, encouraging value-added policies and improving productivity. The 3rd<br />
Industrial master <strong>Plan</strong> (IMP3) (2006-2020) emphasises on global<br />
competitiveness through innovations and transformations of the service and<br />
manufacturing sectors. To achieve this, IMP3 stresses on improving technology,<br />
attracting quality investments, producing human capital who are innovative and<br />
creative, and locating <strong>Malaysia</strong>n Industries in the local and global chains and<br />
networks.<br />
2.06 The 3rd Long Term <strong>Plan</strong> (RRJP3) (2001-2010)<br />
To support IMP through (RRJP3), the goverment recognises the necessity of<br />
having a skillful workforce and assistant engineers who are skillful, innovative<br />
and creative. The goverment suggests that the institutes of higher learning<br />
involving in technical matters use new approaches by integrating engineering<br />
programs with technical programs. In this way, it is hoped that we can produce<br />
“techno-engineers” that are highly sought for by industries. RRJP3 concludes<br />
that by 2010, the nations needs 137,000 engineers and 331,700 assistant<br />
engineers.<br />
2.07 The 9th <strong>Malaysia</strong> <strong>Plan</strong> (RMK9) (2006-2010)<br />
RMK9, introduced by YAB Prime Minister of <strong>Malaysia</strong> on March 31,2006, outlines<br />
5 main cores of the National Mission 2006-2020. In the process of producing<br />
world class human capital, we cannot ignore the National Education System.<br />
Below are some of the targets of the National Higher Education System.<br />
i. To generate new wealth in technologically intensive, knowledge based<br />
sectors like that of ICT, biotechnology and those from the service sector.<br />
ii. To inculcate among the workforce the desire of wanting to be excellent, both<br />
in public and private sectors.<br />
iii. To make Islam Hadhari as the frame work of development as a whole.<br />
iv. To produce universities of international exceptance and to ensure that<br />
tertiary institutions cater for the needs of industries. Collaboration between<br />
industries and institutes of Higher Learning (IPT) must be enhanced so that<br />
they are more sensitive to the labor market.<br />
v. To have more training facilities for the labour workforce.<br />
vi. To develop suitable environment so that top quality R&D can produce<br />
results that can be commercialized.<br />
8
vii. To seriously activate programs that encourage strong moral building as<br />
described in the National Intregrity <strong>Plan</strong> (PIN).<br />
viii. To encourage our youths to participate in national development programs.<br />
ix. To narrow down the digital gap<br />
x. To produce a new generation of competitive Bumiputra entrepreneurs.<br />
xi. To improve the public delivery system by improving the administrative and<br />
accessment machineries.<br />
xii. To raise the efficiency of managing public money by practicing prudent<br />
spending and improving its monitorng procedure.<br />
xiii. To enchance corporate administrative system by strenghening its legal<br />
structure and monitoring procedures.<br />
2.08 RMK-9 has the following targets in its sight in 2010-2020:<br />
i. At the minimum, 2 universities achieve international recognition.<br />
ii. By 2010, 60% of the academic staff of Public <strong>Universiti</strong>es possess PhD.<br />
iii. The ratio of GERD (Expenditure for R&D) to KDNK would be doubled.<br />
(GERD for 2005 = 0.9%)<br />
iv. the number of research personnel is 65 persons per 10,000 labour work –<br />
force (number of researchers in 2005 is 25)<br />
v. the number of researchers, scientists and engineers (RSE) is 50 RSE per<br />
10,000 labour work-force by 2010.<br />
vi. The number of patents and R&D which have commercial value will be<br />
improved every rapidly (37 patents in 2005)<br />
2.09 NCER was launched by YAB Prime Minister on July 30, 2007. CER Action<br />
Structure stipulates:<br />
i. Invesments are focussed on projects that develop human capital,<br />
infrastructure, innovation and competitiveness of participatants<br />
ii. The primary aim of the Northern Corridor is to improve and expand the<br />
agricultural, manufacturing, tourism, and logistical sectors of the states in<br />
north <strong>Malaysia</strong>.<br />
iii. The Northern Corridor is expected to create 500,000 Jobs by 2012 and 1<br />
million jobs by 2018.<br />
iv. It increase the exports of agricultural products to RM48 billion by 2012.<br />
v. It doubles the production of padi from 4 tons per hectare to 8 tons per<br />
hectare.<br />
vi. It plans to set up Sime Darby R&D centre that eventually will produce “perlis<br />
seeds”.<br />
2.10 On August 27, 2007, YAB the Prime Minister launched PSPTN whose theme<br />
was Beyond 2020. He also launched the Action <strong>Plan</strong> of National Higher Learning<br />
2007-2010 with the theme: Initiating Transformation of Higher Learning. PSPTN<br />
outlines 7 core strategies: It (1) expands its excess and improves its equity, (2)<br />
9
improves the quality of teaching and learning, (3) strengthens Research and<br />
Innovations, (4) Strengthens Institutes of Higher Learning, (5) activates<br />
internationalization (6) promotes the concept of life-long learning, (7) strengthens<br />
the KPI delivery procedure:<br />
The <strong>Strategic</strong> Action <strong>Plan</strong> is divided into 4 phases.<br />
Phase 1 : Laying the basic ground work (2007-2010)<br />
Phase 2 : Enhancing and strengthening processes and procedures (201-2015)<br />
Phase 3 : Working towards being excellent (2016-2020)<br />
Phase 4 : Maintaining the glory<br />
Among the outcomes and targets set by the <strong>Strategic</strong> <strong>Plan</strong> are:<br />
(a)<br />
Expanding its Excess and Improving its Equity<br />
i. By 2010, increase the number of students‟ cohorts of 17-23 years old at<br />
tertiary level by 40% (2007, 36%) and 27% of the workforce have tertiary<br />
qualification (2005, 20%)<br />
ii. By 2010, 50% of the students‟ cohorts of 17-23 years old will receive<br />
tertiary education and 33% of the work-force will have tertiary<br />
qualifications.<br />
iii. By 2020, 50% of the students‟ cohorts of 17-23 years old will receive<br />
tertiary education and 33% of the work-force will have tertiary<br />
qualifications.<br />
(b)<br />
Improving the Quality of Teaching, Learning and Academia<br />
i. <strong>Malaysia</strong>n graduates satisfy 8 criteria stipulated by the <strong>Malaysia</strong>n<br />
Qualification Framework (MQF). The criteria are: (1) having knowledge<br />
and able to practice it. (2) having practical and psychomotor skills. (3)<br />
having cognitive and scientific skills in solving problems and being able<br />
to make decisions autonomously and ethically (4) having a<br />
communicative skills in Bahasa <strong>Malaysia</strong> and one other global language<br />
and being able to lead and work in teams. (5) having the skills of using<br />
technology and being able to organize information (6) having the desire<br />
to participate in life-long learning. (7) having a personality that is both<br />
professional as well as ethical. (8) having social responsibility and<br />
accountability whenever dealing with the society.<br />
ii. Students can think critically, communicate effectively ini Bahasa Melayu<br />
and English. Students also have a strong knowledge of ICT.<br />
iii. Encouraging active use of English in teaching and learning of science,<br />
mathematics and technical knowledge.<br />
10
iv. Having intensive English courses before beginning of an academic<br />
course and continuing it as a subject from semester 1 till the students<br />
graduate.<br />
v. Intensifying the use of ICT for all courses in HEI including distant<br />
learning, e-learning and it is also used to produce coursewares and online<br />
accessments.<br />
vi. Enhancing the use of outcome-based assessment in evaluating the<br />
performance of students.<br />
vii. Providing the mechanism of recognition to HEI according to criertia<br />
agreed upon earlier.<br />
viii. Strengthning the concept of innovative, relevant and dynamic teaching<br />
so as to produce students that are marketable.<br />
ix. Using other learning approaches such as problem-based learning, case<br />
study, and team-based learning in order to improve interactions, thinking<br />
and info-management skills of students. These will help the students in<br />
their writing and presentations.<br />
x. Providing a minimum of 6 months of practical training for students in<br />
critical areas. This is important as it exposes the students to the real<br />
ambience of the workplace.<br />
xi. Providing value-added programs to the existing training programs for<br />
students, such as providing professional certificates for those who take<br />
information technology and communication, computer programming and<br />
account. This will further enhance the marketability of the graduates.<br />
xii. Encouraging HEI to provide the students with the 3rd language, such as<br />
Mandarin, Arabic, Japanese, French or Spanish.<br />
xiii. Encouraging the practice of life-long learning as this will aid the<br />
development of human capital.<br />
xiv. Having a more structured industrial training programs<br />
xv. Making sure that all lecturers have a high degree of professionalism and<br />
very knowledgable in their own desciplines. They also are expected to<br />
be able to deliver their material effectively.<br />
xvi. Producing graduates according to the dictates of the market.<br />
xvii. Producing graduates who can become enterpreneures and can create<br />
jobs.<br />
xviii. Having 10,000 international graduates by the time of RMK10.<br />
xix. By the time of RMK10, at least 2 HEI would be among the top 100<br />
universities in the world. 3 HEI by the time of RMK11, and 2 IPT would<br />
be among the top 50 universities in the world by the time of beyond<br />
2020.<br />
xx. Academicians will get continuous coverage in journals of international<br />
ranking.<br />
xxi. Possessing the best faculty in teaching and research which are capable<br />
of producing new ideas and knowledge as well as products that are<br />
valuable to HEI. In this way, the HEI can be the hub of excellence<br />
recognized internationally.<br />
xxii. Having the following distribution of PhD, 21,000 PhD by 2010,<br />
11
35,000 PhD by 2015, 50,000 PhD by 2020, 100,000 PhD by 2020.<br />
(60% in science, technology and medicine, 20% in social sciences<br />
and applied arts and 20% as professionals).<br />
(c)<br />
Research and Development<br />
i. The nation will have 50 researchers, scientists, and engineers (RSE) for<br />
every 10,000 work-force by 2010, 70 RSE by 2015, and 100 RSE by<br />
2020.<br />
ii. Producing intellectual properties and innovations that can accelerate this<br />
nation to a higher level of recognition.<br />
iii. Commercializing 5% of research products by 2010, 8% by 2015, and<br />
10% by 2020.<br />
iv. Having 5 centres of Excellence of world standard for its R&D by 2010,<br />
10 centres by 2015, and 20 centres by 2020.<br />
v. Producing a common evaluating system to evaluate institutions.<br />
vi. Increasing the number of permanent posts for research personnel and<br />
assistant researchers in PHEI. In so doing, the number of full time<br />
researchers will increase. Any research done must incorporate research<br />
assistants selected from post-graduate students.<br />
vii. Maintaining top quality researchers by providing them with recognition,<br />
help, incentives, and motivations. HEI would allow the researchers to<br />
collectively share the intellectual properties not only in ownership but in<br />
royalties churned by the research products.<br />
viii. Keeping top quality researchers in centers of excellence.<br />
ix. Strenghtening of these research centres of excellence in HEI in special<br />
research areas such as biotechnology nano technology, automotive,<br />
information technology, communication, manufacturing and space<br />
technology.<br />
x. Providing incentives so as to attract foreign experts to do research in<br />
HEI by providing an attractive package in the contract for service.<br />
xi. Having special programs at degree level whereby a degree can be<br />
obtained through research and thus this would encourage the students<br />
to participate in research at an early phase of their tertiary education.<br />
xii. Making it possible for students to do their industrial training in recognized<br />
international firms or factories overseas. This exposes the students to<br />
some experiences besides they could earn their credit hours.<br />
xiii. Improving the process of commercialization of research products and<br />
establising a network with international agencies.<br />
xiv. Registering all intellectual properties of HEI and encouraging<br />
researchers to be their own solicitors of their intellectual properties<br />
through relevant training programs.<br />
xv. Helping researchers to publish their findings in high-impact journals.<br />
xvi. Promoting selected local journals to be at par with that of international<br />
journals.<br />
12
xvii. Establising a virtual centre of excellence (VCE) that could connect to all<br />
Centers of Academic Excellence via ICT. In this way, expertise can be<br />
shared and tapped.<br />
xviii. Organizing programs that promotes creativity among students as this<br />
would lead the students to be innovative.<br />
xix. Intergrating the research at IPT with that of other research institutions<br />
within the country or without. In this way technology and expertise can<br />
be exported.<br />
(d)<br />
Leadership and Administration<br />
i. UniMAP is a focussed University. The ratio of undergraduates to postgraduates<br />
is 70:30. UniMAP gives special attention to “Hands on “<br />
programs.<br />
ii. PHEI is permitted to set up business to sell its research products. This is<br />
in line with the goverment‟s policy to make universities to generate their<br />
own finance.<br />
iii. The goverment plans to upgrade the quality of its lecturers. Therefore,<br />
by 2010, it is expected that 60% of lecturers in HEI have PhD<br />
qualification.<br />
iv. Linkage between technologically focussed PHEI and that of polytechnics<br />
must be encouraged as polytechnics act as feeders to PHEI. The<br />
university needs to do away with shortcomings caused by bureaucracy.<br />
It too must re-evaluate some of its procedures as many are no longer<br />
relevant. These may affect performance.<br />
v. The delivery system of PHEI that involves admission of new students<br />
and employing of new lecturers as well as introducing new programs<br />
must be based on tranparency, accountability, and integrity.<br />
vi. The efficiency of the delivery system is very important as to minimize<br />
waste. PHEI must also practice prudent spending.<br />
vii. Innovation and crativity in the delivary system are important as they<br />
reflect the image and performance of PHEI.<br />
viii. It is improtant that the university, which was formerly a university college,<br />
maintains its original concept especialy the size of its enrolment and the<br />
objective in producing graduates through the process of “Hand-on”<br />
experience.<br />
ix. The University Accountability Board of Directors (LPU) is responsible in<br />
matters of policies and performance monitoring. This body needs to be<br />
upgraded to ensure that whatever policy that the PHEI embarks on is in<br />
line with the National objectives.<br />
x. Through the supervision of LPU, PHEI should closely abide to the given<br />
rules in the aspect of leadership, expenditure, and objective setting.<br />
xi. The quality of HEI leadership is kept high through the continuous<br />
assessment of the leader. The yardstick used is that of international<br />
standard and supported by the information from the Key Performance<br />
Indicator (KPI) which is done annually.<br />
13
xii. Leaders in HEI are given opportunities to attend profesional leadership<br />
trainings.<br />
xiii. Academicians and non-academicians need to upgrade their professional<br />
skills.<br />
xiv. The university must ensure that resources are effectively utilized through<br />
a delivery mechanism that is based on performance and results.<br />
<strong>Universiti</strong>es that are given autonomy will make their own decision on this<br />
aspect.<br />
xv. The university must have guidelines for commercial entities such as<br />
research products. These guidelines must be transparent and<br />
accountable.<br />
xvi. The polytechnics and university colleges must cooperate and must be<br />
closely linked for this can be the alternative route for students taking<br />
technical subjects at certificate and diploma levels to enter universities.<br />
xvii. The university will attempt to have many sources of getting finance<br />
including that from its alumni and endowment chair as practiced by many<br />
international universities. It is expected that ini 2007-2010, the university<br />
will generate 15% of its management expenditure, 20% (2011-2015) by<br />
2020, 25% of its management expenditure and 5% of its development<br />
expenditure.<br />
xviii. The university plans to further improve the Academic Training Scheme<br />
and the Bumiputra Academic Training scheme for its lectures so as to<br />
increase the number of Ph.D lecturers.<br />
xix. The university will continuously enhance the teaching and learning<br />
programs so as the quality of the academic staff remains goods. The<br />
non-academic staff will undergo further training in their related area.<br />
xx. The university encourages the “lecturer-attachment to industries”<br />
programs as they‟ll make the lecturers more competent. Through this<br />
program, professionals from industries will be invited to lecture in the<br />
university. To run this program effectively, the office of IPT-Industry<br />
Relation Officer must be further enhanced.<br />
xxi. The university will award the title of Professorship to those we are<br />
academically qualified (publications in high impact journals, international<br />
journals, citations, team writing with overseas colleagues) as compared<br />
to only job performances.<br />
xxii. The university will organize specialized programs for those running<br />
critical courses.<br />
xxiii. The university will ensure that the working environment is condusive<br />
enough to encourage productivity and learning. This is done by having<br />
proper infrastructure, efficient technical and ICT support.<br />
xxiv. The university will be more sensitive to designs and structers of its<br />
buildings. They must be functional so as to save cost and maintenance.<br />
14
(e)<br />
Internationalization<br />
i. The university must make sure that all MoU signed must be active and<br />
beneficial to PHEI. If needed, all non-active MoUs must be terminated.<br />
ii. The University can employ lecturers from overseas on the basis of<br />
contract of service, whereby their salaries need not follow that of local<br />
requirements.<br />
iii. The university encourages twinning programs with other international<br />
universities. It is then possible for graduates to have 2 degrees at the<br />
same time. Other than this, students who excell will have 1 semester<br />
attachment program with overseas PHEI. This gives invaluable<br />
experience to the participants. HEI must find ways to share teaching,<br />
learning, research and expertise.<br />
iv. The university will promote collaboration with multinationals at<br />
international level. This is done by introducing fellowships/prestigious<br />
chairs especially in the area of medicine and engineering.<br />
v. The university will make efforts to expand its Academic Database<br />
Directory. This not only stores academic data but also help in<br />
propagating information about <strong>Malaysia</strong>n graduates.<br />
vi. The university will offer PhD to overseas candidates thorugh the split<br />
degree research-based programs.<br />
vii. The university will have special allocation to finance staff and students<br />
exchange programs. The participants would be selected based on<br />
performance and KPI.<br />
viii. The university will increase the number of scholarships that would attract<br />
excellent, international studets to study in <strong>Malaysia</strong>. This scheme will<br />
also be open to excellent local students to study in well-established<br />
universities in the world. The scholarship is only for the duration of 1<br />
semester. This scheme will indirectly provide invaluable experience to<br />
our students.<br />
ix. The university will introduce a curricullum which is global in nature. It<br />
offers courses in : international languages; learning by discovery; and<br />
comparative studies.<br />
x. The university will organize and manage forums and seminars of<br />
international recognition.<br />
xi. The university will increase the number of foreign students in HEI<br />
thorugh several stages.<br />
xii. The university will improve its marketing program overseas either<br />
through single country participation or through participation in seminars<br />
and expos. The info in the KPT and HEI websites will also be used.<br />
xiii. The university will provide facilities for accomodation and social activities<br />
besides safety. This can attract a good number of foreign students. The<br />
university will provide 5% for special competitve courses for these<br />
excellent foreign students (they pay full fees).<br />
15
xiv. The university will provide opportunities for the staff to obtain<br />
international exposure. This will aid the staff when dealing with<br />
international students.<br />
xv. The university will strengthen its International Student Affair Department.<br />
(f)<br />
Life-long Learning (PSH)<br />
i. The Phoenix University has 300,000 students and 126 programs to<br />
choose from. It produces degrees and PhDs. Out of the total, only 27%<br />
get their education as full-time students. The rest do through e-learning.<br />
Open University of United Kingdom has a number of learning options.<br />
They include distant learning using Audio-Video, internet and even<br />
television. Indra Ghandi Open University has 1.5 million students. Out of<br />
which 540,000 are post graduate students from India oand 35 other<br />
countries. This university uses ICT technology widely.<br />
ii. The university will develop and expand the life –long learning program<br />
(PSH) through curricullum development, appropriate course contents<br />
and e-learning facility.<br />
iii. The university will provide a procedure which links qualification of<br />
candidates to the mechanism of recognition of prior learning through<br />
MQF. Work experience and voluntary activities of the candidates would<br />
be given credits and considered as part of the entry qualification.<br />
iv. The State and Local Authorities are made to benefit from the presence<br />
of polytechnics, community colleges, and other training institutions.<br />
These institutes will run PSH programs for the locals.<br />
v. By having a flexible entry qualification, it will increase the enrolment of<br />
these PHS students to 10% in diploma and degree levels.<br />
vi. The cources offered would be modular in design to suit the time contraint<br />
of candidates. This credits collected through this modular system will be<br />
used to further another module and so on leading to certificate, deploma<br />
and degree levels.<br />
vii. The university will provide easy excess to information about PHS<br />
programs (like PSH Kiosks).<br />
(g)<br />
Delivery System<br />
i. The university will form KPT Audit Commitee to evaluate and monitor the<br />
delivery system of PHEI by using the Primary Performance Indicator<br />
(KPI)<br />
ii. The university will get KPT authority as the need arises.<br />
iii. The university is encouraged to generate its own income through its<br />
education programs, research, commercialization, and consultations.<br />
iv. The application of ICT will be upgraded to include e-entry, Academic<br />
Directory, and the system that handles questions and complaints.<br />
16
v. The students‟ monitoring system will be further enhanced. It can be used<br />
to check the compatibility of students with the job market. It is also used<br />
as a source of “career” information centre.<br />
vi. The KPI and suitable targets will be fixed for all those involved in<br />
implementing KPI.<br />
vii. The university will improve its systems of data collection, storage and<br />
analysis for all information pertaining to every aspect of higher learning.<br />
viii. In line with the goverment‟s requirement, the university will create<br />
training facilities for every citizen to undergro. The duration of the<br />
training would be at least 7 days in a year 1% emolument is set aside for<br />
this purporse.<br />
2.11 Other guidelines<br />
Close<br />
Other than changes or expansion of National policies, other indicators such as<br />
from Times Higher Education Supplement (THES), “Sistem Penerapan dan<br />
Penyetaraan”, Academic Reputation Survey of Public <strong>Universiti</strong>es <strong>Malaysia</strong><br />
(ARES), including other relevant indicators, are used in the process of<br />
developing the Key Performance Indicator (KPI) of UniMAP.<br />
2.12 As a source for quick reference, this document does not include all national<br />
policies. Infomation found in this document is only taken if it is thought to be<br />
relevant to UniMAP as one of the Institutions of Higher Learning. If details are<br />
needed, it is necessary to refer to the original policies. However, for the future<br />
plans, UniMAP must take into account these policies as well as other relevant<br />
policies. This is necessary because it will be easier to analyse external factors<br />
which could influence the university. This in turn will help the University to make<br />
a better decision of its future direction.<br />
17
Chapter 3<br />
CORE STRATEGY : ENHANCING THE ACADEMIC OBJECTIVES<br />
Introduction<br />
3.01 UniMAP 1 st enrolment of 119 students was on June 20, 2002.<br />
These students were enrolled in the school of Microelectronic Engineering and<br />
the school of Computer Engineering at the degree level. In 2003, 4 more schools<br />
were set up and they offered 8 new programs. In 2005, 2 new degree programs<br />
were offered besides 12 masters degree programs in science and Ph.D. In<br />
2006, 2 more new schools were set up introducing 3 new programs. At the same<br />
time the university also offered 6 diploma programs in Engineering<br />
3.02. Since it was set up, UniMAP has made electronics as its niche area. In other<br />
words, although UniMAP has many other engineering programs, these new<br />
programs must focus on the elements of electronics found in each area of<br />
engineering.<br />
3.03 The ultimate aim of UniMAP is to produce engineering graduates who have inner<br />
strength to think creatively and innovatively. The approach of teaching is that of<br />
lab-intensive approach which marries the theory and the practical skills of the<br />
students. The students are also exposed to other human skills (communication,<br />
critical thinking, teamwork, life-long study, entrepreneurship, leadership, ethics<br />
and moral). It is hoped that with these students can be engineers that are<br />
ourstanding in many aspects that industries are looking for.<br />
3.04 UniMAP‟s Program of Educational Objectives (PEO) are as follows :-<br />
(a)<br />
(b)<br />
(c)<br />
to produce holistic engineers who are competent in theory and practical<br />
to provide the man-power to satisfy the market need for engineers.<br />
to contribute the strategic need of engineers as stipulated by the National<br />
Industrial <strong>Plan</strong> (IMP)<br />
3.05 Since UniMAP was founded, it has set up many academic centres that enhance<br />
the skills of students, stregthen the concept of practical-oriented strategy and<br />
promote collaborations with industries. One of the academic centres set up is<br />
the School of Communication and Entrepreneurship (PKKK) which offers cocurricullum<br />
and mathematics to students. The other Engineering schools offer<br />
courses that emphasize on practical aspects. Teaching Factory provides the use<br />
of machines (hands-on concept) and Centre Industrial Collaboration (CIC)<br />
provides students with trainings through programs like Industrial Exposure (Ind<br />
Ex), Industrial training (In Tra), Academic lectures (In TeLect) and Industrial<br />
Entrepreneur Program (Ind Ent)<br />
3.06 UniMAP introduces a special program and the 7 pillars concept. This program<br />
will raise the students‟ competence by enhancing students‟ skills, confidence,<br />
18
and overall personality. Several programs are associated in this program. They<br />
are :<br />
programs that deal with confidence development and patriotism, society and<br />
community, leadership, communication, and social ethics.<br />
3.07 Until July, 2006, 2 degree programs have received full accreditation from<br />
Engineering Accreditiation Council (EAC)<br />
3.08 The number of students enrolled at the end of 2006 was :<br />
294 Diploma (1 st intake), 2,906 1 st Degree, 48 Masters, and 30 Ph.D.<br />
3.09 So far, UniMAP has done 2 convocation ceremonies for its graduating students.<br />
During the 1 st graduation ceremony, on July 22,2006, 111 graduates received<br />
their scrolls (107 1 st degree, 4 masters degree). 46 graduates obtained PNGK of<br />
3.00 and above. 83 graduates (78%) received employments within the 1 st 6<br />
months after graduation.<br />
Current Status<br />
3.10. The number of students who are active in 2007 was 256 (current total is 525) at<br />
diploma level; 1134 (current total is 3115) and 1 st degree level ; 65 (current total<br />
is 113) at Masters level ; and 14 (current total is 44) at Ph.D level. (Refer to Table<br />
3.1.)<br />
Table 3.1:<br />
Number of Intakes and Total Number of Students<br />
Actively Enrolled in Various School in 2007<br />
LEVEL OF STUDIES 2007 INTAKE TOTAL (%)<br />
Diploma 256 525 13.83<br />
1 st Degree 1,134 3,115 82.03<br />
Masters 65 113 2.98<br />
Doctorate (PhD) 14 44 1.16<br />
Total 1,469 3,797 100<br />
Source : Students’ Intake and Record Unit. Office Registrar UniMAP.<br />
3.11. At the moment, UniMAP has 8 schools offering 6 programs in Diploma of<br />
Engineering producing Assistant Engineers. 16 1 st degree in Engineering, 12<br />
Masters Programs in Masters of Science (MSc) and PhD in various fields of<br />
Engineering. (Refers to Table 3.2)<br />
19
Schools<br />
Microelectronics<br />
Computer &<br />
Communications<br />
Mechatronics<br />
Electrical System<br />
Manufacturing<br />
Material<br />
Bioprocess -<br />
Environment -<br />
Table 3.2:<br />
Schools and Programs Offered in 2007<br />
Academic Programs<br />
Diploma<br />
Microelectronic<br />
Engineering<br />
Computer<br />
Engineering<br />
Mechatronic<br />
Engineering<br />
Electrical<br />
Engineering<br />
Manufacturing<br />
Engineering<br />
Metallurgical<br />
Engineering<br />
Degree Courses in<br />
Engineering (with<br />
honours)<br />
Post<br />
Courses<br />
Degree<br />
Microelectronic<br />
Engineering M.Sc. (Electronic<br />
Electronic<br />
Engineering) Ph.D<br />
Engineering<br />
Computer<br />
Engineering<br />
Communications<br />
Engineering<br />
Mechatronic<br />
Engineering<br />
Mechanical<br />
Engineering<br />
Electronic and Bio-<br />
Medical<br />
Engineering<br />
M.Sc. (Computer<br />
Engineering)<br />
M.Sc.<br />
(Communications<br />
Engineering)Ph.d<br />
M.Sc. (Mechatronic<br />
Engineering)<br />
M.Sc. (Mechanical<br />
Engineering)<br />
M.Sc (Electronic<br />
and Bio-Medical<br />
Engineering) Ph.D<br />
Electrical System<br />
Engineering M.Sc. (Electrical<br />
System<br />
Industrial Electronic Engineering) Ph.D<br />
Engineering<br />
Manufacturing<br />
Engineering<br />
Product Design<br />
Engineering<br />
Material<br />
Engineering<br />
Metallurgical<br />
Engineering<br />
Polymer<br />
Engineering<br />
Bioprocess<br />
Engineering<br />
Environmental<br />
Engineering<br />
M.Sc.<br />
(Manufacturing<br />
Engineering)<br />
M.Sc (Product<br />
Design<br />
Engineering)<br />
Ph.D<br />
M.Sc.( Material<br />
Engineering)<br />
Ph.D<br />
M.Sc. (Bioprocess<br />
Engineering) Ph.D<br />
M.Sc.<br />
(Environmental<br />
Engineering) Ph.D<br />
Source: Academic Management Section. Office of Deputy Vice-Chancellor (Academic and<br />
International) Chancellery UniMAP<br />
20
3.12 Early 2007, UniMAP has set up an Institute of Engineering Mathematics (IMK)<br />
sharing the status of centre of excellence. This institute runs compulsory<br />
mathematics courses for diploma and degree students. It also offers related<br />
courses to post-graduate students.<br />
3.13 UniMAP expects 8 more programs to receive accreditation in February 2008 from<br />
Washington Accord. This is an international body that is entrusted to give<br />
accreditation to engineering programs.<br />
3.14 Currently UniMAP has 60 lecturers with PhD qualifications (21.9%) and 214<br />
Lecturers with Masters. On the whole, UniMAP has 274 lecturers of whom 18<br />
are Professors (6.6%), 40 Associates Professors (14.6%), 15 Senior lecturers<br />
(5.47%) and 201 lecturers (73.36%) (See chart 3.1). 5 are professional<br />
Engineers (IR). The ratio between Lecturers and students is 1:14:74.<br />
Chart 3.1 :<br />
Distribution of Lecturers According to Posts in 2007<br />
250<br />
200<br />
150<br />
100<br />
50<br />
0<br />
P rofes s ors<br />
As s oc iate<br />
P rofes s ors<br />
S enior<br />
L ec turers<br />
L ec turers<br />
Source: Service Department, Office of Registrar, UniMAP<br />
21
3.15 In its desire to increase the number of lecturers with Ph D, UniMAP utilizes 2<br />
schemes: “Skim Latihan Tenaga Pengajar Akademik (SLTPA)” and “Skim<br />
Pengajian Lanjutan Kakitangan Akademik (SPLKA)”. At present, they are 40<br />
students doing Ph D under these schemes.<br />
3.16 In an attempt to help learning process, lecturers and other related faculty<br />
members have produced 6 teaching modules and 66 lab modules.<br />
3.17 In maximising the use of ICT, UniMAP has 7 e-learning modules. This helps the<br />
students to have better understanding of what they learn in the classrooms.<br />
3.18 UniMAP holds courses in Teaching Learning covering areas like pedagogy,<br />
question setting and evaluating processes. Through the Academic Management<br />
Section, many courses are organized to give exposure and understanding to the<br />
teaching staff in the aspect of Outcome Based Education (OBE). It also<br />
produces guidebooks : OBE Implementation in UniMAP and “ Penerapan dan<br />
Penilaian Kemahiran Insaniah (Soft Skills) Mahasiswa <strong>Universiti</strong> <strong>Malaysia</strong> <strong>Perlis</strong><br />
(UniMAP)”<br />
3.19 UniMAP uses English as the medium of instructions in all its engineering and<br />
non-engineering programmes.<br />
3.20 UniMAP‟s Library supports the learning and teaching processes besides aiding<br />
research facilities. Today UniMAP‟s Library has 27,525 printed books, 128<br />
printed journals, 2333 electronic journals, 9630 electronic books, 3350 other<br />
media and 3162 serial publications (see chart 3.2). UniMAP‟s Library also<br />
produces reading materials through its publication unit. To date, it has produced<br />
2 academic books written by in-house lecturers<br />
22
Chart 3.2:<br />
Number of Types of Acquisition of Library 2007<br />
27,525<br />
30000<br />
25000<br />
20000<br />
15000<br />
9,630<br />
10000<br />
3,352 3,162<br />
5000<br />
128<br />
2,333<br />
0<br />
P rinted<br />
B ooks<br />
P rinted<br />
J ournals<br />
E lec tronic<br />
J ournals<br />
E lec tronic<br />
B ooks<br />
Other<br />
R eading<br />
Media<br />
S erial<br />
P ublic ations<br />
Source: Documentation Unit Of Library,UniMAP<br />
3.21 In 2004, finding places for 3 rd year students to do practical was very challenging.<br />
However, Centre of Industrial Collaboration (CIC) managed to find places for all<br />
the students. 758 students did their practical training in 343 companies and<br />
institutions. They are local companies, government owned companies (GLC),<br />
Multinational Companies (MNC), Research Centres, Small-Medium Industries<br />
(SMI) and other government agencies. (Refer to table 3.3)<br />
Table 3.3<br />
Number of Students Doing Practical Training and the Types of Companies<br />
Providing the Trainings in 2007<br />
TYPES OF COMPANIES NO. OF<br />
COMPANIES<br />
NO. OF STUDENTS (%)<br />
Local Companies 241 396 52.20<br />
GLC 12 72 9.50<br />
MNC 7 35 4.62<br />
Training Centres 7 12 1.58<br />
SMI 26 55 7.30<br />
Government Agencies 50 188 24.80<br />
Source : Centre Industral Collaboration (CIC) UniMAP<br />
23
3.22 In the 2 nd Convocation Ceremony on August 18,2007, 550 students received their<br />
1 st degrees and 9 received their masters degrees. 215 students (39.1%) obtained<br />
PGNK above 3.0. By December 2007, 393 students (66.91%) found<br />
employments after graduation. (Refer Chart 3.3)<br />
Chart 3.3:<br />
The Number of Graduates Employed From Different Schools in 2007<br />
120 105<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
5<br />
83<br />
24<br />
35<br />
75<br />
77<br />
47 48<br />
16 12 16<br />
EMPLOYED<br />
UNEMPLOYED<br />
Source : Centre of Industrial Collaboration (CIC), UniMAP<br />
Future Direction<br />
3.23 By 2010, UniMAP expects to have 8447 students (1440 students for Diploma<br />
Courses, 6,370 students for Degree Courses, 637 for post graduate students.<br />
(Chart 3.4a). By 2015, UniMAP expects to have 15000 students; 10000 students<br />
(66.67%) for Diploma and 1 st degree courses; 2000 students (13.33%) for post<br />
graduate courses; and 3000 students (20%) for graduates and post graduate nonengineering<br />
courses. (chart 3.4b)<br />
3.24 Other than being competitive academically and baing aware of external<br />
influences-present and future – UniMAP also believes that this university can no<br />
longer depend on engineering programs that focus primarily on electronics. The<br />
future programs of UniMAP should include non-engineering disciplines too. The<br />
two facts (Thailand is only a stone‟s throw away from <strong>Perlis</strong> and the future<br />
developments of the Northern Corridor under NCER) ought to be taken advantage<br />
of for this purpose.<br />
24
Chart 3.4a:<br />
Forecast of Enrolment of UniMAP by 2010<br />
637 students<br />
8%<br />
17%<br />
1,440 students<br />
75%<br />
6,370 students<br />
DIPLOMAS DEGREES MASTERS and Ph.Ds<br />
Source : Academic Section of Office of Deputy Vice Chancellor (Academic and International),<br />
Chancellory, UniMAP<br />
Chart 3.4b:<br />
Forecast of Enrolment of UniMAP by 2015<br />
3,000 students<br />
20%<br />
10,0000 students<br />
13.33%<br />
66.67%<br />
2,000<br />
students<br />
DIPLOMA AND DEGREE PROGRAMS<br />
POST GRADUATE ENGINEERING PROGRAMS<br />
DEGREES AND POSTGRADUATE OF NON-ENGINEERING PROGRAMS<br />
Source : Academic Section of the office of Deputy Vice Chancellor (Academic & International),<br />
Chancellory, UniMAP<br />
3.25 The future development of schools and programs of UniMAP (at least until 2015)<br />
will follow the following proposed criteria :<br />
(a) 60% of the academic programs will be engineering programs focussing on<br />
electronics and programs that are related to electronics.<br />
(b) 20% of the academic programs will be bio-based or bio-related to support<br />
the growth in the nation‟s bioindustry.<br />
(c) 20% of the academic programs will be business-based, management –<br />
based. Foreign languages will be introduced.<br />
25
New Engineering Programs<br />
3.26. In order to be known as a technical University, UniMAP will offer at least 1 new<br />
diploma course :<br />
<br />
Diploma in Engineering (Chemical Engineering)<br />
7 Programs for Degree Courses:<br />
Programs for Degree in Engineering (Photonic Engineering)<br />
Programs for Degree in Engineering (Biosystem Engineering)<br />
Programs for Degree in Engineering (Building Engineering)<br />
Programs for Degree in Engineering (Computer Networking<br />
Engineering)<br />
Programs for Degree in Engineering (Power System Engineering)<br />
Programs for Degree in Engineering (Acoustic Engineering)<br />
Programs for Degree in Engineering (Chemical Engineering)<br />
6 Programs for masters (Mixed Mode)<br />
<br />
<br />
<br />
<br />
<br />
<br />
Programs for Master of Science (Renewable Energy Engineering)<br />
Programs for Master of Science (Advance Polymer Engineering)<br />
Programs for Master of Science (Electronic Power Engineering)<br />
Programs for Master of Science (Embeded System Designs)<br />
Programs for Master of Science (Mathematics Engineering)<br />
Programs for Master of Science (Statistics Engineering)<br />
Setting up of New Schools and Non-Engineering Programs<br />
3.27 UniMAP will offer non-engineering programs. A Language Centre and a few other<br />
schools will be set up. School of Innovative Business, Entrepreneurs and<br />
Techno-Entrepreneurs will offer courses that intermix innovation, creativity,<br />
entrepreneurial skills, techno business, management, industrial technology and<br />
social science. This will produce graduates who are innovative, creative, and<br />
competitive in any field they enbark on.<br />
Increasing the Number of Lecturers with Ph.D Qualification<br />
3.28 Between 2008 and 2010, UniMAP expects the number of lecturers will increase<br />
by 86. Of that number, 82 will have Ph. D. With this addition, the number of<br />
Ph.Ds will be 144(40%) from the total of 360 lecturers. 23 of these new lecturers<br />
come from those who are undergoing SLTPA and SLTLA programs and will be<br />
completing their studies in 2008-2010. Others will come from industries, local<br />
retired lecturers and expatriates. They would be offered competitive and<br />
attractive salaries.<br />
26
Enhancing the Teaching and Learning Processes<br />
3.29. Lecturers are required to produce teaching modules, laboratory modules and<br />
workshop modules. E- learning modules would be added on as finance dictates.<br />
3.30. The liabrary will continuously be improved. The library will acquire both<br />
conventional and electronic books. UniMAP and other researchers will work<br />
together to build up the “Collections of <strong>Malaysia</strong>na Engineering”. It will contain<br />
local engineering information. Remote-excess processes will be used to improve<br />
the service of the library. As to value-add the process of acquisition of written<br />
material, both library based or internet-based and a user-friendly search machine<br />
would be used.<br />
3.31. The training of lecturers and Vocational Training Officers (PLV) will continue. The<br />
courses offered are : Problem Based Learning (PBL), Cooperative Based<br />
Learning (CBL), Group Based Learning (GBL), Advance English or Advanced<br />
English for Academic Purposes.<br />
3.32 To increase the number of quality students in UniMAP, marketing strategies would<br />
be used, such as promotional drives in schools, matriculation centres and<br />
polytechnics will be continued. To compete with other IPTAs that offer similar<br />
engineering courses, UniMAP plans to offer a structured marketing strategy that<br />
has “differentiation”. In this way, UniMAP hopes to attract more that 50% of presuccessful<br />
students. The number of International Students would also be<br />
increased.<br />
Academic Performance Indicators (PIAC)<br />
3.33 Academic Performance Indicators are:<br />
PIAC1<br />
PIAC2<br />
PIAC3<br />
PIAC4<br />
PIAC5<br />
PIAC6<br />
PIAC7<br />
PIAC8<br />
PIAC9<br />
PIAC10<br />
PIAC11<br />
PIAC12<br />
PIAC13<br />
PIAC14<br />
PIAC15<br />
PIAC16<br />
PIAC17<br />
PIAC18<br />
No. of Postgraduate students.<br />
No. of new programs.<br />
No. of New Schools.<br />
No. of graduates employed 6 months after last semester of study.<br />
No. of graduates that seek entrance into your institution.<br />
No. of Lecturers who become members of professional bodies.<br />
No. of Lecturers who process Ph.D.<br />
No. of Students who choose your Institution as their 1st choice (into<br />
from UPU)<br />
No. of postgraduate students who are ex-graduates of your institution.<br />
No. of courses that have accreditation from professional bodies.<br />
No. of courses that have to be evaluated by KPT.<br />
No. of graduates who have PNGK ≥3.00.<br />
No. of reference books produced by reputable publisher.<br />
No. of translated books produced by reputable publisher.<br />
No. of chapters in Academic Books produced by reputable publisher.<br />
No. of post doctorals.<br />
The ratio of lecturers to students.<br />
No. of pre successful students registering.<br />
27
Chapter 4<br />
CORE STRATEGY 2 : UPGRADING THE PRACTICAL ORIENTED CURRICULUM<br />
Introduction<br />
4.01 UniMAP understands and realises that enhancing Academic and Management<br />
sectors is a continuous effort. It is a primary and vital focus of UniMAP. It is the<br />
core strategy towards its goals. In this way, UniMAP can make sure that<br />
everyone in UniMAP places the Academic development as a priority.<br />
4.02 Practical Oriented Curriculum (KBP) is synonymous to UniMAP. It had an early<br />
beginning. It appeared as early as during the writing of UniMAP concept papers.<br />
The cabinet report submitted to the parliament showed that this aspect of “handson”<br />
and practical approach to curriculum were well received by all. At the same<br />
time, it was a popular approach among industries and this approach improved<br />
the marketability of the graduates.<br />
4.03 In October 2005, just a few months before EAC audited and evaluated 2<br />
programs of UniMAP, UniMAP documented its Academic Management and<br />
Administrative processes in 2 editions of a book “Engineering Education System :<br />
Kukum‟s Approach”. It provided pertinent information that every school had to<br />
follow before a program was offered to students. It contained objectives, pre<br />
requisites of the courses offered, expected level of compentency of students after<br />
completing a course, the approach used in teaching and learning, syllabus, time<br />
distribution between practical and theory, references and evaluating system. In<br />
2006, EAC evaluated the curriculum and some changes were made. One of<br />
them was the Outcome Based Education (OBE) approach. Until today, UniMAP<br />
practices OBE in its decision making process.<br />
4.04 At the earlier stage, there was a clash of opinion between those who believe that<br />
engineering graduates should be 100% theoritical and those who believe that<br />
engineering graduates should be theoritical as well as practical. At one point, an<br />
interesting issue arose. Should UniMAP graduates be called technologists and<br />
not engineers<br />
4.05 Several discussions were held between the University, Ministry of Higher<br />
Learning and EAC over the issue. UniMAP hoped that EAC and Washington<br />
Accord recognized these 2 types of engineers : one that was produced through<br />
theory priority curriculum and one that was produced by theory-practical<br />
curruculum whereby teaching and learning are “hands-on” and “practical<br />
oriented”.<br />
4.06 Till today, 2 programs that began in 2006 received accreditations from EAC for<br />
the period of 5 years. 8 more programs have been evaluated by EAC together<br />
with Washington Accord in 2007. It is expected that those 8 programs would<br />
28
eceive their accreditations by February 2008. With these accreditations,<br />
UniMAP hopes that the Academic Curriculum of UniMAP would be recognized by<br />
Jabatan Perkhidmatan Awam <strong>Malaysia</strong> (JPA) and also globally.<br />
Current Status<br />
4.07 In 2007, UniMAP produced a book “OBE Implementation in UniMAP” for the<br />
purpose of enhancing Academic Administration Machinery in UniMAP. With the<br />
implementation of OBE, the students are expected to understand the coursecontent<br />
better and could handle assignments well. Through this structured<br />
system, the students can show their skills and maturity in thinking , questioning,<br />
analysing, researching and decision making. The OBE will utilize the curriculum,<br />
delivery system and course evaluation process to implement UniMAP‟s<br />
education policies. UniMAP uses this approach to gain recognition of its<br />
curriculum while the students are being prepared for easy employment. It also<br />
prepares the students for easy admission into any University should they decide<br />
to continue their studies. It aids them (students) to become successful technoentrepreneurs.<br />
4.08 2 committees were set up in 2007 : OBE committees and Academic Audit<br />
Committee. This was done in order to enhance the practical-oriented curriculum.<br />
The elements subjected to auditing were the delivery and management systems<br />
used by lecturers, presentation, English Language and feedbacks from the<br />
students.<br />
4.09 The auditing process will evaluate all aspects of program implementation that<br />
use the process of mapping of Course Outcome (CO) with that of Program<br />
Outcome (PO). It also evaluates the theoritical elements that are blended into<br />
practical, laboratory and workshop sessions. These are done to make sure that<br />
students truly understand the roles and functions of theory within practice and<br />
vice versa.<br />
4.10 The process of academic auditting includes: the evaluation from students;<br />
designing and choosing questions; and producing laboratory modules.<br />
4.11 If some weaknesses detected in implementing the system, the lecturers involved<br />
will rectify them and the newly rectified program will be used in the following<br />
semester. To date, all the 12 programs in UniMAP have undergone curriculum<br />
review except 3 new programs.<br />
4.12 In materializing the academic programs, the views and feedbacks from industires<br />
are given serious considerations. This is done through forums attended by the<br />
share-holders of UniMAP. They are representatives from industries, research<br />
institutes, academicians, alumni and students.<br />
29
4.13. UniMAP also invites personnel from Industries to conduct lectures to the teaching<br />
staff of UniMAP and to check the modules, tutorials, labs and workshops. In so<br />
doing, knowledge can be shared. This is more beneficial when the industries<br />
have new methodologies or findings. This, inturn, well help to update UniMAP‟s<br />
curriculum.<br />
Future Direction of Practical Oriented Curriculum<br />
4.14 UniMAP will continue its past efforts to improve and streghten the practical<br />
oriented curriculum. A special attention is accorded to the documentation of<br />
mapping and matrixing of CO and PO as required by EAC, student evaluation<br />
process and the academic auditing process.<br />
4.15 UniMAP will encourage the use of the results of research done in teaching and<br />
learning in the classroom so that students can benefit from them.<br />
4.16 UniMAP also encourages the lecturers to participate in the Industrial Attachment<br />
Scheme as this will provide better understanding of the subject matter of what<br />
they teach in class. It also provides the real picture of what the industries really<br />
want or desire<br />
4.17 UniMAP will increase the number of OBE courses so that new lecturers could<br />
benefit from them and at the same time other lecturers could benefit from current<br />
findings in their “subject matter”. In return, this would reduce some of the<br />
weaknesses found in the academic administration of UniMAP.<br />
4.18 UniMAP will organize more frequently courses related to pedagogy and<br />
evaluation. Other courses include Problem-Based Learning (PBL), Cooperative<br />
Learning (CL), Project Oriented PBL (POPBL) and Case Study. These courses<br />
are compulsory for all lecturers and they are encouraged to use the concepts<br />
found in each of them in their classrooms.<br />
4.19 UniMAP will encourage its students to participate in innovative activities through<br />
research projects dealing with local needs. It is hoped that with this exposure<br />
and experience the lecturers and students alike can come up with engineering<br />
technology or other related technology that the local can benefit, especially in the<br />
area of agriculture, business or industries.<br />
4.20.1 UniMAP will utilize its supervisory mechanism to ensure that academic<br />
administration is taken more seriously by all as such the objective of UniMAP to<br />
produce well-balanced graduates (theory and practical) is achieved. UniMAP will<br />
attempt to raise the percentage of those students who pass both theory and<br />
practical.<br />
30
Performance IIndicators (PI) for Practical-Oriented Curriculum (PIKU)<br />
4.21 PIKU1 No. Of courses that have been audited<br />
PIKU2 No. Of Programs that have been audited.<br />
PIKU4 The percentage of lecturers that are involved in Industrial Attachment<br />
Scheme<br />
PIKU5 The percentage of Professional Engineers (Ir.).<br />
PIKU6 The percentage of graduates that possess both components (theory and<br />
practical)<br />
PIKU7 The number of new effective technology introduced to the needs of the<br />
locals.<br />
31
Chapter 5<br />
CORE STRATEGY 5: PROMOTING RESEARCH AND INNOVATION<br />
Introduction<br />
5.01 At the beginning, the work on research and innovation were relatively slow. The<br />
primary reason was that the manpower of UniMAP was inadequate. The<br />
concentration was on building up the physical infrastructure and the academic<br />
curriculum<br />
5.02 However, there were a few research done by enterprising young lecturers<br />
together with the senior lecturers between 2003-2005, helping UniMAP to receive<br />
61 research grants amounting to RM 4,156,547.69. In the 16 th ITEX, UniMAP<br />
won 7 medals and in another national exhibition (Pameran Penyelidikan Dan<br />
Pembangunan (R & D) IPTA, UniMAP won 13 out of 16 research products<br />
exhibited.<br />
5.03 UniMAP practices the concepts of Inter and cross-disciplines in its research<br />
activities.The research activities are designed to help in the future development<br />
of centres of excellence. To achieve this, UNIMAp set up 7 research clusters in<br />
June 2005. They were:<br />
(i)<br />
Power Electronics and Electronics Machine Design Cluster<br />
Advisor : Professor Dr. Joachim Holt Wupper<br />
(ii)<br />
Embedded Computing Cluster<br />
Advisor : Professor Dr. M. Balakrishnan<br />
Dept. Of Computer Science and Engineering,<br />
IIT Delhi, India<br />
(iii)<br />
Acoustic Applications Cluster<br />
Advisor : Profesor Dr. Stephen Elliot<br />
University Of Southampton<br />
(iv)<br />
Microelectronics and Nanotechnology Cluster<br />
Advisor : Professor Dr. Vijay K Arora<br />
School Of Electrical Engineering & Engineering Management<br />
Wilkes University, USA<br />
32
(v)<br />
Sensor Technology and Applications Cluster<br />
Advisor : Assoc. Professor Legin Andrey<br />
Laboratory Of ChemicalsSensors, Research Institute Of Chemistry<br />
St. Petersburg University<br />
(vi)<br />
Autonomous Systems and Machine Vision Cluster<br />
Advisor : Professor Dr. Keigo Watenabe<br />
Professor Department of Electrical Engineering Oita University, Japan<br />
(vii)<br />
Sustainable Engineering Cluster<br />
Advisor : Professor Dr. Neena Sahajwalla<br />
School of Materials Science and Engineering<br />
University of New South Wales, Australia<br />
5.04 In 2006, research activities increased due to :<br />
the setting up of research clusters, the increase in the number of lecturers, the<br />
appointment of Deputy Vice Chancellor (research and innovation), the<br />
organization of research expo and the tireless support of the top management. In<br />
that year, grants were given out amounting to RM 3, 995,020.10; From the total,<br />
35 short-term grants (STG) amounting to RM 606,020.10; 76 FRGS grants<br />
amounting to RM 1, 405,500.00; one Felda grant amounting RM 209,000.00;<br />
and, one contract grant from Astronautic amounting RM 62, 500.00. On the<br />
whole, UniMAP received the total of RM 8, 156,547.69 in the form of grants<br />
between 2003-2006.<br />
5.05 536 research products were produced between 2003-2006 and 98 of these<br />
research products were published in journals and 438 were published in local<br />
and international proceedings.<br />
5.06 In 2006, UNIMAP won 16 medals in the 17th ITEX from 31 products exhibited<br />
and 3 medals in the 34th Geneva International Exhibition Of Inventions, New<br />
Technigues and Products. UNIMAP, too participated in the MAHA 2006<br />
exhibition and Bio MALAYSIA 2006 exhibition.<br />
33
5.07 To increase the number of research activities in the nation, UNIMAP‟s<br />
contribution came in the form of appointments of Research Assistants ( 9 in<br />
2005; 34 in 2006), Research Officers ( 3 in 2005; 1 in 2006), Graduate Assistants<br />
( 5 in 2006).<br />
Current Status<br />
5.08 In 2007, two guidelines were produced in relationship to research and innovation.<br />
Under the Research and Development Unit, a policy and research guidelines<br />
were initiated to improve the administrations and management of Research<br />
Projects. Under the Centre of Industrial Collaboration (CIC) another guideline<br />
emerged.This is aimed at encouraging the researchers to offer consultancy<br />
service to industries and at the same time provide some income to the university.<br />
5.09 In 2007, UNIMAP secured 98 grants from STG, FRGS and Science Fund. The<br />
Grants are : two STG grants amounting RM 30,000.00 seventy two FRGS grants<br />
amounting RM 4, 418,226..00; and twenty four Science Fund Grants amounting<br />
RM 5, 249,912.00 (Table 5.1). Total Value of the grants was RM 9, 428.138.00.<br />
This shows an increase of 236%.<br />
34
Table 5.1<br />
Number, Value and Types of Grants Distributed to Various Schools (PP) and<br />
Institutes in 2007<br />
Schools<br />
FRGS Science Fund STG Total<br />
Bil. Nilai Bil. Nilai Bil. Nilai Bil. Nilai<br />
Microelectronics 7 392,842 4 1,273,575 - - 11 1,666,417<br />
Electrical<br />
System<br />
Computer &<br />
Communication<br />
11 574,500 - - - - 11 574,500<br />
6 202,000 4 748,262 - - 10 950,262<br />
Mechatronics 19 1,287,200 7 1,325,770 - - 26 2,612,970<br />
Materials 7 478,700 3 566,805 - - 10 1,045,505<br />
Manufacturing 5 273,700 2 402,000 - - 7 675,700<br />
Bioprocess 3 309,000 3 779,500 1 20,000 7 1,108,500<br />
Enviromental 9 484,600 1 154,000 1 10,000 11 648,600<br />
PKKK 4 132,842 - - - - 4 132,842<br />
IMK 1 12,842 - - - - 1 12,842<br />
Total 72 4,148,226 24 5,249,912 2 30,000 98 9,428,138<br />
Source : Research & Development Unit,Office of Deputy Vice Chancellor (Research & Innovation )<br />
UNIMAP<br />
5.10 Until 2007, the number of publications in high impact journals increased<br />
correspondingly with the increase in grants received. 25 publications appeared in<br />
high impact journals.Other pertinent information are found in Table 5.2.<br />
35
Table 5.2<br />
CIF, TCPY, ACPP and other Related Information<br />
For The Year 2003-2007<br />
KPI UNIT<br />
YEAR<br />
2003 2004 2005 2006 2007 2003-2007<br />
Number of Articles<br />
Published in Index Linked<br />
Journals<br />
Cumulative Impact Factor<br />
(CIF)<br />
Impact Factor<br />
per Staff<br />
3 2 2 8 25 40<br />
2.718 2.693 2.784 7.371 13.567 29.133<br />
0.072 0.135 0.022 0.035 0.172 0.092<br />
Total Citations<br />
(TCPY)<br />
per Year<br />
5 7 5 1 7 25<br />
Total Citations per<br />
Academic Staff<br />
0.132 0.072 0.039 0.005 0.022 0.079<br />
Average Citation per<br />
Publications (ACPP)<br />
Source : Service Section , Library UniMAP<br />
1.667 3.5 2.5 0.125 0.280 0.625<br />
*The Information is based on the information from Scopus and WEB of Science (WOS) database<br />
5.11 With reference to the database of ISI Thompson and Scopus, 25 articles were<br />
refered to by other researchers and lecturers in their publications.<br />
This figure shows and increase as compared to : 2003 (3 publications) 2004 ( 2<br />
publications) 2005 (2 publications) 2006 (8 publications).<br />
5.12 UNIMAP also participated in several exhibitions in 2007 and won several<br />
medals.From <strong>Malaysia</strong> Technology Exhibition (MTE) 3 medals were won, from<br />
ITEX, 26 medals were won, from PECIPTA, 10 medals were won from<br />
International Exhibitions, UNIMAP won 4 medals from Geneva Exhibitions, 1<br />
medal from International Warsaw Invention Show, 1 medal from INPEX (USA), 2<br />
medals from IENA exhibition (Germany), 1 medal from the British invention Show<br />
(UK), and 1 medal from Eureka (Brussels) Refer Table 5.3<br />
36
Table 5.3<br />
Number of National and International Awards won in 2007<br />
EXHIBITIONS<br />
LEVELS<br />
National<br />
International<br />
MTE 3<br />
ITEX 26<br />
PECIPTA 10<br />
Geneva 4<br />
International Warsaw Invention Show 1<br />
INPEX (USA) 1<br />
IENA (Jerman) 1<br />
British Invention Show (UK) 1<br />
EUREKA (Brussels) 1<br />
Source : Researchinovation deputy Vice Chancellor (Reserach And Innovation) UNIMAP<br />
5.13 The Senate has agreed to set up the Institute of Nano Engineering as the 9th<br />
Centre Of Excellence besides the 7 research clusters and the Institutes of<br />
Mathematics Engineering.<br />
5.14 UniMAP also runs courses related to the protection of its Intellectual Properties<br />
for its lecturers.<br />
5.15 In 2007, The number of Research Assistants and the like increased.UNIMAP had<br />
74 Research Assistants (RA), 4 Research Officers (R0), 13 Graduate Research<br />
Assistants (GRA) and 2 graduate Assistants. This helped to strengthen the<br />
research activities of UNIMAP.<br />
5.16 In that year, UNIMAP introduced the concept of 7 pillars.It aimed to produce<br />
gradutes with humanistic skills and they must be confident and patriotic. Later the<br />
concept became 7i pillars. “i” means innovative.Here the students are used to<br />
produce engineering products which are research oriented.These products must<br />
have local tastes.Initiatives are taken to encourage students to be involved in<br />
research oriented products which could be commercialized in the future.<br />
37
The Future Direction Of Research and Innovation<br />
5.17 In 2008-2010 the number of workshops running courses on writing research<br />
proposals will be increased for the benefit of young lecturers.UNIMAP will hold<br />
more workshops, seminars and internal research EXPO.Cluster Units and<br />
Institutes of Nano Engineering are further enhanced.<br />
5.18 UniMAP proposes to set up a special Unit to administer and manage the<br />
intellectual Properties of the researchers.This unit will recognize the novel<br />
characteristics of products and propose suggestions to value-add to the products<br />
before they are commercialized.This unit will also (b) facilitate in the process of<br />
patenting the products with relevant agencies. It will also (c) aid in marketing the<br />
products through its own marketing company which will soon be formed.<br />
5.19 UniMAP expects the research grants for the period of 2008-2010 to be around<br />
RM 25 – 35 million.<br />
5.20 UniMAP will constantly improve the image of UNIMAP as a research Institute.By<br />
2010, UNIMAP expects more people will publish their research in high impact<br />
journals.The in-house journal “Jurnal Penyelidikan Dan Pendidikan “ will be given<br />
a new image by making it into an international journal (English Version).In so<br />
doing, this journal can attract international researches. Efforts to register this<br />
journal in Scopus database will be done. With this, UniMAP hopes that the<br />
journal would be soon sharing the same shelf as other high-impact journals.<br />
5.21 Within the context of research and publications, UniMAP hopes to get<br />
international recognition as a centre of reference in engineering disciplines,<br />
especially those in electronics and nanoelectronics.<br />
5.22 In the desire to market its reserach products, UniMAP will set up UniMAP<br />
Holdings (<strong>Malaysia</strong>) Sdn. Bhd.This company is wholly owned by UniMAP.<br />
Besides marketing, it will arrange meetings of UniMAP‟s researchers with the<br />
people from the industries.<br />
Perfomance Indicators (PI) of Researchers and Innovations (PIPI)<br />
PIPI1<br />
PIPI2<br />
PIPI3<br />
PIPI4<br />
PIPI5<br />
PIPI6<br />
PIPI7<br />
PIPI8<br />
PIPI9<br />
No. of technological products produced<br />
Values of products which are commercialized<br />
No.of policies produced<br />
No. of articles being indexed<br />
No. of articles published in selected journals<br />
No of articles published in high-impact journals<br />
No. of awards / recognition of the research products at the local level<br />
NO of awards / recognition of the research products at international level<br />
Value of research allocations for the year<br />
38
PIPI10 No. of excellent entities in the university<br />
PIPI11 Value of grants received<br />
39
Chapter 6<br />
CORE STRATEGY 4 : IMPROVING INTERNATIONALIZATION PROGRAMMES<br />
Introduction<br />
6.01 Activities involving intenationalization actually began since UniMAP was founded.<br />
It was under the Dean of Academic Administration. In 2006, Centre of<br />
International Affairs was established and since then, all matters of<br />
internationalization of UniMAP are realized through a special unit called the<br />
Responsibility Centre (PTj) and it is monitored by the Centre of International<br />
Affairs Committe chaired by the Vice Chancellor himself.<br />
6.02 The general objective of UniMAP‟s Internationalization is to “internationalize” the<br />
academic components of UniMAP, its research activities, its programs in human<br />
development, its administrative and management processes. With this objective<br />
in mind, the Centre for International Affairs is given the following responsibilities:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
It coordinates all international oriented activities,<br />
It helps PTj to run the internationalization programmes,<br />
It becomes the secretariat for the University Internationalization<br />
Committee (JAPU),<br />
It coordinates all visits to outside the countries,<br />
It coordinates all visits by overseas guests,<br />
It coordinates all issues of welfare of UniMAP staff while they are<br />
overseas,<br />
It monitors the status of all MOUs between the University and<br />
International institutes,<br />
It also coordinates the publication of UniMAP Prospectus,<br />
It monitors the contents English Version of UniMAP‟s website for its,<br />
It prepares and updates all materials meant for presentation during<br />
official overseas visits.<br />
Current Situation<br />
6.03 On the whole, UniMAP has made about 120 overseas visits involving<br />
participations of top officials, deans, lecturers and researchers. Besides<br />
presentation of academic papers, visiting expos and promoting intake of foreign<br />
students. These visits also aid UniMAP in (a) recruiting foreign lecturers (about<br />
30 foreign lecturers) (b) establishing a two-way cooperation with international<br />
institutions resulting in 27 MoUs. (c) learning the system practiced by the<br />
universitites (d) lastly, promoting UniMAP.<br />
6.04 UniMAP also has students-exchange programmes. To date, 21 UniMAP<br />
students have enrolled in the foreign universities and 12 foreign students are in<br />
UniMAP. The <strong>Universiti</strong>es are :<br />
40
(i) Tampere University of Technology (Finland),<br />
(ii) Universitas Trisakti (Indonesia),<br />
(iii) Hatyai University (Thailand),<br />
(iv) Prince of Songkhla University (Thailand),<br />
(v) Baskerud University College (HIBU, Norway),<br />
(vi) University of New South Wales (Australia), dan<br />
(vii) HTW Aalen University (Germany).<br />
6.05 At present, UniMAP has 37 expatriate lecturers from Indonesia, Iraq and India.<br />
30 of them were recruited during visits and the rest was done through<br />
promotional activities.<br />
6.06 UniMAP has attracted a number of foreign students to do their postgraduate<br />
programmes : 8 students doing Masters programmes and 15 students doing<br />
Ph.D programmes.<br />
6.07 In 2007, UniMAP organized 3 international conferences : (i) Conference on<br />
Applications and Design in Mechanical Engineering (CADME „07), (ii) United<br />
Nations Environment Programme (UNEP) International Expert Panel Meeting,<br />
dan (iii) 1st International Conference on Sustainable Material (ICOSM 2007).<br />
6.08. Between 2003-2007, UniMAP has received official visits of 100 top-level<br />
university personnel from 33 countries. During these visits, UniMAP had signed<br />
many MoUs and received many academic consultantation and researchers.<br />
The Future Direction of Internationalization<br />
Internationalization of Academic Matters<br />
6.09 UniMAP aims to make its curriculum to have international image. Its plans to<br />
increase the number of academic advisors, external examiners, research<br />
advisors and international consultants. It also will attempt to increase the<br />
number of active MoUs and to expand its networking to renowned universities<br />
and multi-national companies.<br />
6.10 With the involvement of Washington Accord, EAC is evaluating the engineering<br />
curriculum of UniMAP, it is expected that UniMAP will soon get accreditation of<br />
its programmes. Hence, UniMAP will be a leader in obtaining accreditation in<br />
practical oriented engineering curriculum in the nation. This will ease the<br />
process for international recognition.<br />
6.11 UniMAP plans to increase the number of expatriate lecturers from renowned<br />
universities. UniMAP also encourages its lecturers and researchers to offer their<br />
expertise to the world especially that of the 3rd world countries. This could be<br />
achieved through its lecturers getting involved in giving key-note addresses in<br />
seminars and participating in doing research together with their overseas<br />
colleagues.<br />
41
6.12 UniMAP plans to enhance its global networking capacity by inviting selected<br />
researchers from selected universities. It plans to make UniMAP as the corridor<br />
or base for foreign educationists and researchers within the area of IMT-GT.<br />
6.13 UniMAP plans to offer degree courses in English as well as other degree courses<br />
which hopefully can attract students around this area take some advantage of<br />
being a member of IMT-GT.<br />
Internationalization Program for Research Activities<br />
6.14 UniMAP hopes to participate in many international seminars and conferences,<br />
presentations of research papers, publications of academic papers in high-impact<br />
journals as well as that in Internet. It also will increase the number of<br />
researchers of international status.<br />
6.15 UniMAP plans to run projects and academic programs and participate in<br />
research sponsored by both local and international institutions through organizing<br />
seminars, conferences and joint-research projects.<br />
Internalization Programs for Human Development<br />
6.16 UniMAP offers a number of avenues for its staff to continue their studies till Ph.D<br />
in selective universities that have collaborative arrangements with UniMAP. The<br />
candidates can enjoy the benefits of SLTPA and SPLKA programs. The staff is<br />
also encouraged to join professional bodies like IEEE.<br />
6.17 UniMAP also plans to increase the number of international students doing postgraduate<br />
degree courses through several programs schemes like “ Skim<br />
Pembiayaan Separa Pengajian Ijazah Lanjutan”<br />
6.18 UniMAP plans to enhance the use of English Language among its lecturers /<br />
researchers. This is done through conducting courses related to communicative<br />
competency (to speak, to write and to present). UniMAP will first increase the<br />
number of English Lecturers and English Teachers. If need to, foreign lecturers<br />
may be employed through contract basis.<br />
6.19 UniMAP also encourages the students to be involved in its Student Exchange<br />
Program. In this program, students are exposed to “international” culture which<br />
would be valuable for students when they seek employment later.<br />
Internationalization of University Administratation and Management<br />
6.20 UniMAP uses many approaches in promoting itself. It uses the media in several<br />
languages (Mandarin, Arabic and English). It improves the contents and<br />
presentations of information in its portal using the sofisticated ICT and some<br />
competent home-grown sources. Further improvement would be done in the ICT<br />
infrastructure so as to facilitate easy flow of information.<br />
42
6.21 UniMAP will continue its conventional activities such as academic visits and<br />
attending courses. At the same time, UniMAP will also encourage participations<br />
from external experts in many of its activities.<br />
6.22 UniMAP will practice quality administration and management in a professional<br />
way accepted universally. This is done by getting certification for ISO9000 and<br />
ISO17025 (Quality Lab).<br />
Internationalization Performance Indicators (PIPA)<br />
6.23 Internationalization Performance Indicators (PIPA)<br />
PIPA1 No. Of Academic Programs and curriculum that obtain international<br />
recognition<br />
PIPA2 No. Of short-term courses, international seminars and conferences<br />
done<br />
PIPA3 No. Of UniMAP students and those from overseas who are involved in<br />
the Students Exchange Programs<br />
PIPA4 No. Of staff involved in the Staff Exchange Program.<br />
PIPA5 No. Of staff who are project consultants of international recognition<br />
PIPA6 No. Of MoUs with international universities and institutions.<br />
PIPA7 No. Of MoUs with active, international universities and institutions.<br />
PIPA8 No. Of foreign lecturers serving in UniMAP.<br />
PIPA9 No. Of Library Collections of international status<br />
PIPA10 No. Of research done overseas.<br />
PIPA11 No. Of staff that participate in international conferences / seminars /<br />
courses<br />
PIPA12 No. Of Publications and Journals of international recognition.<br />
PIPA13 No. Of books which are published by international Publishers that are<br />
written by the staff.<br />
Chapter 7<br />
Core Strategy 5<br />
STRENGTHENING AND DEVELOPMENT OF HUMAN CAPITAL AND PROMOTING<br />
THE CONCEPT OF DISTRIBUTED CAMPUS<br />
Introduction<br />
43
7.01 In RM9, the issue of human capital receives a serious attention both by the<br />
government and the Prime Minister. In his speech he placed “to enchance<br />
knowledge and innovation in the nation and to produce 1st class mind, as the<br />
2nd core in the National Mission (2006-2020). In our understanding, “1st class<br />
mind” exists only in 1st class human capital and “1st class human capital” exists<br />
only if we produce “1st class mind”.<br />
7.02 In general, there are 2 views of human capital. The 1st view is related to<br />
economic term. It equates that money spent on all aspects of education and<br />
health programs is not an expenditure but an “investment”. Thus, a good<br />
investment in education and health would produce the desired results and brings<br />
gain to individuals and nation.<br />
7.03 The 2nd view is related to productivity. It is believed that the sum total of<br />
knowledge, expertise, competency and good health in individuals would promote<br />
productivity within themselves. Thus, an individual who has vast knowledge,<br />
experience, expertise, competency and a good health is motivated enough to<br />
improve productivity in self and eventually the nation.<br />
7.04 PSPTN assigns 3 classes to better understand the concept of human capital : 1st<br />
class, 2nd class, and 3rd class. Refer to table 71 for details.<br />
Figure 7.1<br />
The Characterstics of Human Capital Based on Class Differentiation.<br />
44
Source : Ministry of Higher Education <strong>Malaysia</strong> (2007). Improving the quality of Teaching and<br />
Learning. “ Pelan Strategik Pengajian Tinggi Negara Melangkaui Tahun 2020” Putrajaya<br />
Kementerian Pengajian Tinggi <strong>Malaysia</strong>.<br />
7.05 The Action <strong>Plan</strong> of the National Higher Learning (2007-2010) has given out the<br />
criteria of being 1st class human capital. The charactristics are (refer to Table<br />
7.1)<br />
Table 7.1 :<br />
Characterstic of 1st Class Human Capital<br />
45
1 ST CLASS HUMAN CAPITAL<br />
Knowledge Personal Communication<br />
<br />
<br />
<br />
<br />
<br />
Having vast knowledge of<br />
core subjects and able to<br />
use the knowledge<br />
Able to use Malay and<br />
English proficiently and<br />
one other global language<br />
Having the desire to learn<br />
for life<br />
Having vast knowledge of<br />
general and current<br />
issues<br />
Having value for arts and<br />
culture as well as sports<br />
Able to make good<br />
analysis and able to solve<br />
problems<br />
Being exposed to<br />
principles of business and<br />
administration including<br />
technology<br />
Being goal-oriented<br />
person : proactive,<br />
disciplined, motivated,<br />
confident and having the<br />
desire to face global<br />
challenges<br />
<br />
Being intellectual person<br />
: creative, innovative and<br />
critical<br />
Being quick to learn,<br />
flexible and able to adapt<br />
quickly<br />
Having the<br />
characteristics of an<br />
entrepreneur<br />
<br />
<br />
Having high moral and<br />
good ethics<br />
Having strong soul<br />
Being caring and<br />
sensitive (social service<br />
work)<br />
Having<br />
effective<br />
communicative skills and<br />
able to present an issue<br />
clearly<br />
Able to suit and adapt<br />
socially regardless of social<br />
class distinctions<br />
Having the desire to be<br />
successful and having selfstrength<br />
and professional<br />
networking<br />
Leadership<br />
Team work<br />
Source : Ministry of Higher Learning <strong>Malaysia</strong> (2007) “Pelan Tindakan Tinggi Negara : Mencetus<br />
Transformasi Pengajian Tinggi. Putrajaya: Kementerian Pengajian Tinggi <strong>Malaysia</strong>.<br />
7.06 UniMAP expects all the characterstics found in the human capital are found<br />
among its staff and students. Before it can produce these characterstics in<br />
students, its staff must be the 1st to acquire. UniMAP is certain that its mission<br />
“To produce examplary human capital that can contribute to the national<br />
development agenda and to posses the desire to face challenges in industries” is<br />
in line with the government‟s wishes.<br />
7.07 UniMAP views the issue of human capital as its main responsibility. UniMAP, as<br />
a learning institution must encourage its experienced staff to adapt themselves to<br />
the surroundings and new challenges and at the same time it also must not<br />
forget the younger staff. This is done through courses and trainings. The<br />
undergraduates also must undergo this transformation. It is necessary to have<br />
these students to attend similiar courses and trainings as the staff.<br />
7.08 On Feb 16, 2002, the 1st Vice Cansellor and 1st Deputy Vice Cansellor<br />
(Academic and International) were appointed. It was followed by 66 employees<br />
manning the service sector. Since then, many local as well as overseas<br />
46
personnels have sought employment with UniMAP. In 2003, it has 175<br />
employees, 2004 (265 employees), 2005 (383 employees) and 2006 (545<br />
employees).<br />
7.09 The number of students also correspondingly increase. In 2002, UniMAP had<br />
119 students. In 2003, UniMAP had 745 students (This did not include the<br />
diploma students and post graduate students) in 2004, it had 1,379 students and<br />
in 2005, it had 2113 students. In 2006, UniMAP had the total of 2797 students.<br />
(This included the diploma students).<br />
7.10 UniMAP has unique mode of administration. It practices distributive<br />
administration. UniMAP has buildings in 20 locations in 3 zones, i.e Kubang<br />
Gajah, Arau, Kangar, and Kuala <strong>Perlis</strong>. In these buildings, there are 93<br />
laboratories, research labs, teaching-research labs, Engineering Centre,<br />
Teaching Factory, Semi-conductor Clean Room, 24 lecture theatres and<br />
classrooms, one library and several administrative blocks.<br />
7.11 UniMAP has 8 hostels for all its students. They are :<br />
Residential College Tunku Abdul Rahman (KKA)<br />
Residential College Tun Abdul Razak (KKB)<br />
Residential College Tun Hussein Onn (KKC)<br />
Residential College Tun Dr. Mahathir (KKD)<br />
Residential College Tun Dr. Ismail (KKE)<br />
Residential College Tun Ghafar Baba (KKF)<br />
Residential College Tan Sri Aishah Ghani (KKG).<br />
7.12 On Jun 2, 2003 the official breaking-ground ceremony was done by YAB Dato‟<br />
Seri Abdullah Ahmad Badawi. In 2006, a piece of land (1,028.814 ekar) at Ulu<br />
Pauh and a piece of land (253.169 ekar) at Sungai Chuchoh, Titi Tinggi, <strong>Perlis</strong><br />
were acquired. The piece of land at Ulu Pauh will be the permanent site for its<br />
campus and the piece of land at Sungai Chuchoh is for UniMAP‟s Green<br />
Campus. It is hoped that it could contribute to the agro-industry of <strong>Perlis</strong> and the<br />
nation. In the RMK9, the government has allocated RM 400 million for the<br />
construction of UniMAP‟s permanent campus.<br />
7.13 The Campus at Ulu Pauh will come in 4 packages.<br />
Package 1 (Phase 1A1 for land preparation),<br />
Package 2 (Phase 1A1 the construction of PPK Mechatronics dan PPK<br />
Manufacturing)<br />
Package 3 The construction of PPK Materials, a library, a mosque, block for<br />
Development, Student‟s Affairs Department, Lecture Theaters<br />
Multi-purpose Hall, Sports Complex and ground preparation work<br />
for package .<br />
Package 4 The construction of PPK Microelectronics, Chancellory, Registrar<br />
Office, Treasury, Engineering training centres.<br />
47
Current Status.<br />
Development of Human Capital (Staff)<br />
7.14 Until December 31, 2007, the total number of employees UniMAP had was 1087.<br />
Out of which 3 were from the top management, 378 academic staft (11<br />
professors, 35 Associate Professors, 15 Senior lecturers, 197 lecturers, 104<br />
Vocational Training Officers, 11 language teachers, 5 tutors), 126 non-academic<br />
staft (Management and professional group) and 580 were from the support<br />
group. (refer to table 7.2)<br />
Table 7.2:<br />
Number of Staff in different categories, posts and Service Scheme in 2007<br />
KUMPULAN PERKHIDMATAN<br />
QUANTITY<br />
Top Management 3<br />
Academic<br />
Professors 11<br />
Associate Professors 35<br />
Senior lecturers 15<br />
Lecturers 197<br />
Vocational Training Officers 104<br />
Language Teachers 11<br />
Tutors 05<br />
Non academic staft (service, management and<br />
professional)<br />
126<br />
Support Group 580<br />
Total 1,087<br />
Sumber: Unit Perjawatan, Jabatan Pendaftar, UniMAP<br />
7.15 In the context of “Investment,” to enchance the Human capital, UniMAP has sent<br />
hundreds of academic and non-academic staft for further studies as well as<br />
attending courses (e.g SLTPA and SPLKA, management and planning,<br />
leadership, social ethics, security and safety, health, sports, cultural, ICT, and<br />
Quality) These courses are organized by the Department of Registrar, Training<br />
Unit, Schools and other relevant departments.<br />
48
Development of Human Capital (Students)<br />
7.16 Until December 31, 2007 the number of students registered with UniMAP was<br />
3797. Out of the total, 525 diploma students (13.83%), 3,115 1st Degree<br />
students (82.03%). 113 Masters Degree Students (2.98%) and 44 PhD students<br />
(1.16%). Refer to Table 7.3.<br />
Table 7.3:<br />
No Of Active Student in UniMAP of Different Levels of Studies in 2007<br />
LEVELS OF STUDIES NUMBER (%)<br />
Diploma 525 13.83<br />
Bachelor Degree 3,115 82.03<br />
Masters Degree 113 2.98<br />
Ph.D 44 1.16<br />
Total 3,797 100<br />
Source : Students Intake and Record Unit. Registrar‟s Office UniMAP<br />
7.17 To enchance the Human Capital of students, several courses and trainings are<br />
organized. There are 2 types of courses and trainings designed for students. One<br />
of them is 1 course and 1 compulsory training session. Another is 1 course and 1<br />
“free-to-choose” course. The course and the compulsory training session are<br />
required for all diploma and 1st Degree students. The content of the training is<br />
that which is found in the 7-i Pillar‟s concept. They are : (1) Nation Building<br />
course (2) Student and society program (3) Students with community program (4)<br />
Social “wacana” (5) Leadership Workshop (6) Effective Communication Course<br />
(7) Social etiquette an i-Innovation courses.<br />
7.18 Some of the courses that students attend are : Religious courses, robocon,<br />
leadership, sports, Arts, management of organizations, self-defence, debates<br />
and Public Speaking, “love your environment”, sessions, safety and security and<br />
personal hygiene.<br />
Campus Infrastructure Development<br />
7.19 In 2007, UniMAP rented several buildings to accomodate the growing number of<br />
students‟ intake. The buildings at Seberang Ramai, Kuala <strong>Perlis</strong>, served as<br />
learning centre as well as residence for Diploma Students (Residential College<br />
Tun Ghafar Baba KKF). In this way, it eased off some of the problems faced at<br />
the Jejawi 1 Complex.<br />
49
7.20 At present, the development of The Nature Campus at Ulu Pauh is at the level of<br />
Package of Phase 1A1 25% of the work is ready for the buildings of PPK<br />
Mechatronics and PPK Manufacturing.<br />
Future Direction<br />
Human Capital Development (Staff)<br />
7.21 Beginning of the year 2008, UniMAP will only offer scholarships (from SLTPA<br />
and SPLKA) to students who have CGPA 3.00 above for their 1st Degree or<br />
Bachelor Degree. This is to ensure that these candidates will be of quality when<br />
they serve UniMAP as lecturers or researchers later. This, too, is in accordance<br />
to the wishes of the ministry.<br />
7.22 UniMAP will take more PhD candidates as its lecturers/researchers through its<br />
networking as well as through the “little ambassadors” of UniMAP who are<br />
studying overseas. At the same time, efforts are made to offer the post of<br />
professors and Associate Professors to retired lecturers to serve in UniMAP<br />
through the concept of contract for service.<br />
7.23 UniMAP will send and train more staff from all categories to courses in various<br />
areas. This is done in the hope of improving their competency especialy in the<br />
use of ICT; in ensuring that the individual KPI is congruent with that of school /<br />
department / unit and that of University corporate; in producing more effective<br />
administration and management. UniMAP plans to send all the staff for courses<br />
at least 7 days per year.<br />
7.24 To further enchance the human capital, UniMAP plans to use Mentor-Mentee<br />
approach in its research programs. “ Research Champions” will be selected from<br />
experienced researchers to advice and guide young lecturers in their research. In<br />
so doing, their research could be of world standard and could be commercialized<br />
easily.<br />
7.25 UniMAP will organize courses in Research Methodology and Data Analysis for<br />
Administrators (in 41 categories) and lecturers from Centre of Communication<br />
and Entrepreneurship and Institute of Engineering Mathematics.<br />
7.26 UniMAP will employ new staff that are not only academically qualified but also<br />
good in other aspects such as, sports, Arts, and other forms of expertise. This<br />
helps in promoting the good image of UniMAP. The same will be done with<br />
contract personnel.<br />
Development of Human Capital (Students)<br />
7.27 Beginning the Year 2008, UniMAP will make it compulsory for its Diploma and<br />
Degree students to do research. The students are free to be creative and<br />
innovative in realizing their research projects under the concept of i 7 Pillars. The<br />
50
students are encouraged to take into account the needs of the University and<br />
also the society around; such as, the farmers, SME and SMI. For 2008, the<br />
theme for their research will be “student-friendly Campus”.<br />
7.28 In the future, students will be encouraged to take part in local and international<br />
competitions. This will help to bolster the spirit of competitiveness among them.<br />
Those students who participate in such competitions will be given advice,<br />
guidance training and motivation.<br />
Concept of Distributed Campus<br />
7.29 In 2010, the Nature Campus of UniMAP at Ulu Pauh would almost be completed.<br />
At the same time, UniMAP will still practice distributed Campus system :<br />
<br />
<br />
<br />
60% of the buildings and activities are at Nature Campus at Ulu Pauh<br />
30% will be the City Campus around Kangar and Kuala <strong>Perlis</strong> (existing<br />
buildings).<br />
10% will be the Green Campus at Sungai Chuchoh.<br />
7.30 At the Nature Campus of Ulu Pauh, UniMAP will marry together elements like<br />
nature, health, engineering landscape into a meaningful whole so as to produce<br />
a condusive place of work and study. UniMAP hopes this will encourage<br />
germination of new ideas and at the same time would bring closer together the<br />
families of the staff, students and the society around.<br />
7.31 In designing its hardscape, UniMAP seeks views, ideas and creativity of all its<br />
staff. It plans to have facades that reflect elements of engineering. It will use<br />
recycled products in its construction. UniMAP hopes that this will become a<br />
tourist attraction to UniMAP and Ulu Pauh.<br />
7.32 As a tourist attraction, UniMAP will have a gallery an “electronic” Muzium where<br />
artifact of the University and research product can be kept and viewed. These<br />
would have historical and commercial values over time.<br />
7.33 The nature Campus Ulu Pauh has allocated a wide space in the campus for its<br />
“Cultural Market”. It is here that students test out their entrepreneur skills; it is<br />
here too researchers and the society around can intermingle to market their<br />
products.<br />
7.34 The Nature Campus also has facilities for the handicapped.<br />
7.35 At Sungai Chuchoh, an Agriculturul Research Station would be set up. It is<br />
designed to accomodate modern research facilities based on biotechnology,<br />
tropical agriculture integrated farming, farming based on environmental control,<br />
developing bioactive products, agricultural entrepreneur and novel phenomena.<br />
51
7.36 In general, the department responsible for Campus development would be given<br />
the job of minimising damage to equipment and movable furniture by practicing<br />
continuous supervision and repairs.<br />
Performance Indicators (PI) Staff Human Capital Development (PIMIS), Performance<br />
Indicators (PI) Student Human Capital Development (PIMIM) dan Performance<br />
Indicators (PI) Distributed Campus Development (PIKAT)<br />
7.37 Performance Indicators for the Development of Humanc Capital for staff are :<br />
PIMIS1<br />
PIMIS2<br />
PIMIS3<br />
PIMIS4<br />
Number of days that the staff attend courses in a year.<br />
Number of medals won in national sports competition.<br />
Percentage of Employees satisfaction.<br />
Average attendance of staff in activities organized by UniMAP.<br />
7.38 Performance Indicators for the Development of Human Capital for students are :<br />
PIMIM1<br />
PIMIM2<br />
PIMIM3<br />
PIMIM4<br />
Number of students that follow non-compulsory courses/programs<br />
organized by UniMAP.<br />
Number of competitions won at National level.<br />
Number of students attending activities organized by MPP.<br />
Average attendance of students attending activities organized by<br />
UniMAP.<br />
7.39 Performance Indicators for the Development of Distributed Campus are :<br />
PIKAT1<br />
PIKAT2<br />
PIKAT3<br />
PIKAT4<br />
PIKAT5<br />
Number of „Kampus Alam‟ sculptures constructed<br />
Number of artifacts found in the gallery and the engineering muzium<br />
Number of visitors/tourists visiting campus.<br />
Percentage of complaints on damaged properties<br />
Time taken to attend to complaints of damage.<br />
52
CHAPTER 8<br />
CORE STRATEGY 6 : CONTRIBUTING TO THE GROWTH OF AGRO INDUSTRY IN<br />
THE NATION<br />
Introduction<br />
8.01 On July 30, 2007 YAB The Prime Minister launched the action plan for the<br />
Northern Corridor Economic Region (NCER). The development of this Northern<br />
Corridor is expected to attract RM 177 billion in investments within the period of<br />
18 years ( 2007-2025). It is a comprehensive and intergrative development ever<br />
planned by the government for the Northern Region of <strong>Malaysia</strong> (Northern Perak,<br />
Penang, Kedah and <strong>Perlis</strong>)<br />
8.02 At initial stages the government will set up a condusive socio-economic<br />
enviroment in the region; and the public sector is expected to support by<br />
bringging in investments of various kinds. In this way, the government hopes to<br />
transform the present rural area into a modern and dynamic entity and to<br />
streghten the industrial sectors in towns and cities. It is expected that this plan<br />
can create employment for its 4.29 million population. The government also<br />
provides other incentives by providing grants, capital and soft loans for some<br />
sectors.<br />
8.03 This action plan focuses on 3 economic cores : agriculture, manufacturing and<br />
service. It will develop those comprehensively during next 18 years. <strong>Perlis</strong> will<br />
become the Centre of Research and Development ( R&D) specializing in<br />
Biotechnology of international standard. <strong>Perlis</strong> is expected to produce “ <strong>Perlis</strong><br />
Seeds “ of top-most quality and is also required to concentrate on growing plants<br />
which do not grow well elsewhere. It is hoped that these plants could produce top<br />
quality products through research activities.<br />
8.04 UniMAP realizes that agriculture in malaysia cannot depend on the size of the<br />
form or land to increase its produce signficantly. It requires new findings to<br />
reduce waste and produce products that are innovative in order to improve<br />
productivity.<br />
Current Status<br />
8.05 UniMAP, being proactive, forms Agrotechnology Development Unit in February<br />
2007. It has a theme “ Teknologi Watan, Pertanian Mapan “.This Unit is<br />
responsible :<br />
<br />
to develop the green Campus of UniMAP of about 100 ha at Sungai<br />
Chuchoh, Padang Besar, <strong>Perlis</strong>. It begins by developing Agrotechnological<br />
Research Station and later it will expand using incubator<br />
concept and to a more comprehensive agro-research centre.<br />
53
To put together experts through activities of R & D related to<br />
agriculture and food production.It includes modern agriculture, tropical<br />
agriculture, horticulture and biotechnology.<br />
To develop laboratories in the form of farming land which will become<br />
a practical ground for all units in UniMAP to use. This is in line with the<br />
general concepts of UniMAP, that is , a university with “hands-on”<br />
experience besides theory.<br />
To prepare and run activities that deal with technology transfer and the<br />
process of commercializing products which include technological<br />
verifications, test-bed, initial projects and licensing of intelectual<br />
properties.<br />
To establish a new school which is related to bioindustry in UniMAP.<br />
The Future Direction Of Agro-industry in UniMAP<br />
8.06 UniMAP will establish a new school that will offer the following programs:<br />
Bachelor Degree in Engineering ( Biosystem Engineering)<br />
Bachelor Degree in Agro-Tropical<br />
Bachelor Degree in Agro-Bioteknology<br />
Bachelor Degree in Agro-Enterpreneuring<br />
8.07 Research projects in Agro-technology will be centered around the following:<br />
Tropical agriculture<br />
Integrated Farming<br />
Farming based on environmental control<br />
Bioactive products<br />
Agro-entrepreneuring<br />
Novel phenomena and most advanced<br />
8.08 UniMAP will publish “Reading In Agro-technology” which will help in the teaching<br />
and learning of the subject. The articles in the publication will be written by local<br />
experts as well as that from overseas. Every writing will undergo editing by a<br />
panel of appointed experts.<br />
8.09 UniMAP will form groups of researchers under several domains : Boitechnology,<br />
Bioprocess Engineering, Control Engineeering, and Tissue Culture technology.<br />
The group can also take advantage of the present research clusters in UniMAP.<br />
8.10 The academic activities and research in Agro-industry in UniMAP will concentrate<br />
on applications of new findings.This will give an extra edge to the students in<br />
their competitive surroundings.It also helps in developing the industry. UniMAP is<br />
looking into :<br />
54
New designs in engineeering and technology which are in line with the<br />
local needs.<br />
Protecting and improving genetics that are related to production<br />
Innovation that increases productivity, efficiency and value<br />
Activities that have the following themes:<br />
(a) development of new products<br />
(b) zero waste industries<br />
(c) Technology and Management transfers<br />
(d) development of agro-entepreneurs<br />
(e) protection of natural resourches<br />
Perfomance Indicators (PI) Expansion of local Agroindustry (PIAW)<br />
8.11 The Perfomance Indicators for the expansion of home Agro-industry are :<br />
PIAW1 Setting up and operate Agro-technology Research Station of the<br />
UNIMAP Green Kampus<br />
PIAW2 Setting up of the school of Agro-technology<br />
PIAW3 No of academic programs offered<br />
PIAW4 No of qualified lecturers, especially those with Ph.D<br />
PIAW5 No of competent researches<br />
PIAW6 No of researhes papers that have been published in international<br />
journals<br />
PIAW7 No of research products that can be used or applied by the people who<br />
deal with agriculture<br />
PIAW8 No of research products that can be commercialized<br />
55
Chapter 9<br />
STRATEGIC CORE 7: DEVELOPING ADMINISTRATIVE AND DELIVERY SYSTEMS<br />
AND GENERATING INCOME<br />
INTRODUCTION<br />
9.01 The basic guidelines to administration, distribution system and fiscal<br />
management of UniMAP are much the same as those used in other<br />
universities.With the setting up of the University Board of Directors (LPU), check<br />
and balance is practiced between the shareholders and the university with more<br />
integrity and accountability.Many initiatives are taken to improve the delivery<br />
system so as to satisfy the share holders.Many commitees are set up to oversee<br />
and that have improve the finance of UniMAP.In general, UniMAP seeks systems<br />
that promote efficiency, effectiveness, transparency, integrity and accountability.<br />
9.02 From before, UniMAP has an advantage of its infostructure and thus is able to<br />
have a very comprehensive ICT system.This has helped the administratrative<br />
and the delivery system to be more efficient. This is also true with the financial<br />
system.MAMPU of Jabatan Perdana Menteri has given its recognition to<br />
UniMAP‟s ICT system and has awarded the University with the “Anugerah<br />
Perdana Teknologi Maklumat 2004”.<br />
9.03 From 2002-2006, UniMAP received RM 336, 257, 700 from the government to<br />
run its campus. This amount did not include the building of its Ulu Pauh Kampus.<br />
From the beginning, UniMAP has practiced prudent spending although it has to<br />
face some hitches along the way.UniMAP able to generate its own income of RM<br />
13, 713, 335 from fees and other means during the period.<br />
Current Status<br />
Administration<br />
9.04 According to the University and University-College ACT (AUKU), UniMAP has to<br />
set up the University Board Of Directors (LPU) whose membership is chosen by<br />
the Minister Of Higher Learning. Several Committies are also set up to help the<br />
board run the University. They are: Finance Committee, Selection Committee,<br />
Auditing committee and Disciplinary committee.<br />
9.05 With the presence of these commitees aiding the Board, the Board now can<br />
concentrate in making and monitoring policies. The functions of The University<br />
include : making-decision, making certification, advising and monitoring the<br />
management and administration teams from getting astray. The powers given to<br />
the Board include : the executive, acacemic, human resource management<br />
financial, entrepreneurial, legislative and power that deals with students affairs.<br />
56
9.06 28 committees are placed under the office & Vice Chancellor.<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Senate<br />
University Management Committee<br />
University Integrity Management Committee<br />
University Implementation Management Committee<br />
Disciplinary Committee<br />
Council Members with Departments<br />
UniMAP‟s Competence Evaluation Board<br />
University Examination Board<br />
To strenghten the integrity and the accountability of its Finance Management<br />
Unit. Several committees are set up:<br />
<br />
<br />
<br />
Finance and Account Committee<br />
Permanent Finance Committee<br />
Tender And Quotation Committee<br />
Other than the above, UniMAP organizes talks and courses to its staff with the<br />
aim of improving their integrity and accountability as outlined in the National<br />
Integrity <strong>Plan</strong> (PIN) & Higher Learning.<br />
9.07 UniMAP designs a unique work culture to create a condusive working<br />
enviroment. In line with this practice, UniMAP has adopted KNOWLEDGE,<br />
SINCERETY, EXCELLENCE as its core value. However, other values are also<br />
incorporated and practiced. UNIMAP hopes that in the future UniMAP can also<br />
practice the corporate culture. Some other components include:<br />
<br />
<br />
<br />
<br />
<br />
Integrity – Shouldering responsibilities with sincerity, trustworthiness<br />
and fairness<br />
Professionalism – To make knowledge acquisition of knowledge as a<br />
priority<br />
Team Spirit – (Self explanatory)<br />
Customer based service – Providing the best service to serve<br />
customers<br />
Employee–based service – being sensitive to the needs of the<br />
employees and their families and not ignoring that of the organization<br />
9.08 UniMAP values all types of management styles as long as they are efffective<br />
towards the needs of the University. UniMAP believes in democratic and<br />
participative styles of management, councelling based management and<br />
objective focused style of management.; whenever applicable.<br />
9.09 The culture of management of achievements gets the attention of UniMAP.It<br />
often holds strategic management workshops a least twice a year.These also<br />
become an avenue for the Top Management of UniMAP to meet the Deans,<br />
57
Heads of Departments, other administrators to discuss several issues like the<br />
university‟s mission, vision and objectives, direction, strategic plans and<br />
Corporate Perfomance Indicators of the University KPI.Through these meetings<br />
UniMAP comes up with the latest Mision (To produce holistic Human Capital that<br />
contributes to the National Agenda and also that promotes competiviveness in<br />
the National Industries) and a Vision (to establish an Internationally Competitive<br />
Academic and Research Institution.<br />
The meeting also helps in producing documents like strategic planning of<br />
UniMAP 2004-2006, documents of direction of UniMAP strategic plan and<br />
Corporate KPI of 2008-2010.Courses that deal with achievements are conducted<br />
for the officers of the top echelons of UniMAP, Deans, Heads of Departments by<br />
exposing them the concepts of Balanced Scorecard. This scorecard is an<br />
approach to evaluating achievements of an organizations. Courses on KPI Model<br />
MAMPU are organized to the top of management, Deans, Heads of departments<br />
and all other administrators.<br />
9.10 UniMAP also practices Fair Evaluation of the perfomance of its staff and also<br />
looks seriously into its employing and appointing systems.To apply for the job,<br />
candidates needs to fill up form in the portal and it is opened all year<br />
round.Employing the candidates depends on existing vacancies, qualifications<br />
and whatever specials skills the candidates have. The staff promotional process<br />
is done with care by a commitee. Views and evaluation of experts and specialist<br />
are sought especially for the promotion of Professors and Associate Professors.<br />
Recognitions of achievements in sports, academics, research, perfomances of<br />
individuals who excelled are done during “Meet the Vice Chancellor Programs” or<br />
during the “Malam Anugerah Seri Gemilang”.<br />
9.11 Worker‟s Health and Safety Unit Of UniMAP has gained national recognititon. It<br />
was awarded “Anugerah Cemerlang Keselamatan dan kesihatan Pekerjaan<br />
Peringkat Kebangsaan 2007. It is an award of excellence.This unit is responsible<br />
to take care of worker‟s health and safety.It runs councelling programs and from<br />
time to time it circulates health and safety info to all.<br />
9.12 UniMAP has estalished a strong tie with the locals.UniMAP does this through<br />
many activities, like going down to the “ground” programs, helping the society<br />
programs.(Cleaning of residential areas) and organizing publicity<br />
programs.UniMAP also has a good cordial working rapport with the media. Infact<br />
UniMAP enjoys special columns in main newspapers.<br />
9.13 UniMAP is also involved actively in marketing itself. Some activities are :<br />
promotion, publicity, co-branding with many institutions and industries. It holds<br />
education seminars for parents, science-stream students (Forms 4-6),<br />
matriculation students, polytechnic graduates, councelling teachers and head of<br />
schools.UniMAP is also involved in promoting itself internationally. It<br />
encouragesits staff to take part in international competition. Today, UniMAP‟s<br />
58
portal can be accessed in Mandarin and Arabic The staff who are studying<br />
overseas are made to be little Ambassadors of UniMAP.<br />
Delivery System<br />
9.14 To maximise the delivery system, UniMAP pays special attention to aspect of<br />
human communication on ICT. In this area, UniMAP has promoted many<br />
activities. They are :<br />
<br />
<br />
<br />
<br />
Key note address of Vice Chancellor that gives insights to various<br />
aspect of organizations and the direction UniMAP is heading in that<br />
particular year.<br />
Discussions of the Vice-Chancellor with Deans and Heads of<br />
Departments generate new ideas. This is done twice a week.<br />
Establishment of University Management Action Committee helps in<br />
spreading the decision made by LPU and the University Top<br />
Management: The members of this committee are: the University<br />
EXCO, Deans, Heads of Departments and Officers involved in the<br />
delivery system.<br />
The weekly meeting between the vice Chancellor and the staff<br />
provides the avenue for more information transfer between the<br />
Management and other workers.<br />
9.15 The use of ICT is maximised. A portal is estalished as such so the students may<br />
have the opportunities to express their views and provide feed-backs to top<br />
administrators of the University: The portal with departments provides the<br />
opportunity for the students to communicate with Heads of Departments.<br />
9.16 The use of ICT reduces hassles of bureaucracy. Therefore UniMAP :<br />
<br />
<br />
<br />
Registers students on-line. This can be done at home<br />
Sets up a one-stop-centre where students can settle their problems.<br />
These centres are placed in all residential colleges and thay are<br />
operates at the beginning and end of the semester.<br />
Provides an on-line Examinations results as well as provides the<br />
service of SMS (for results) to students.<br />
9.17 The staff in all units are trained to prepare documents such as manual work<br />
procedure Fail as well as Table File. This is done to ensure the service<br />
prouduced is effective as well as transparent. From 2007, UniMAP is keen to get<br />
ISO certification for all the processes that deal with students and EAC and<br />
Washington Accord Certification for its academia. All of these are done in the<br />
hope that UniMAP could produce world class engineers trained by “hands-on”<br />
procedures.<br />
59
9.18 One-stop-centre for certifications of all types of data is set up through the<br />
formation of Information and strategic Data Committee. It certifies information like<br />
that of the recognition of IPTA ( SATERA), other information requested by the<br />
Ministry and other goverment agencies. In 2007, UniMAP has produced 2<br />
editions of INFO UniMAP through the Academic Management Section.<br />
Financial Source<br />
9.19 In 2007, UniMAP received on RM 120, 196,500 from the Federal Government for<br />
administration of the university RM 61, 800.00 for the development of the<br />
university.<br />
9.20 In the same year, UniMAP generated RM 10,047,320 from the fees and other<br />
sources.<br />
9.21 UniMAP has set up a Development for life Unit that looks for sources within<br />
university that could generate income.<br />
Future Direction<br />
Administration<br />
9.22 UniMAPs plans to get certification of ISO 9001 : 2000 for its Academic<br />
Administrative System and ISO 17025 for its Lab quality.<br />
9.23 UniMAP plans to promote “knowledge” culture within its management and<br />
administrative staff. This is done so that the non-academic staff can do research<br />
especially on the overall “health” profile of UniMAP. To achieve this, UniMAP<br />
organizes courses on Research Methodology and Data Analysis. At the end of<br />
the year, these personnel are expected to present their research products in a<br />
seminar (UniMAP Corporate Research Seminar). The results from these are<br />
used in many decision making precess in UniMAP. This is a more scientific and<br />
relevant approach.<br />
9.24 UniMAP will set up a committee to promote the startegic plan and KPI among its<br />
staff. The committee is <strong>Strategic</strong> <strong>Plan</strong>ning Monitoring Committee which is chaired<br />
by the VC and its members are proposed by the Deans and Heads of<br />
Departments. Meanwhile, the <strong>Strategic</strong> Palnning and KPI Action Committee is<br />
headed by representative of Deans, Heads of Departments and Units. Its<br />
members are appointed by the Deans and Heads of Departments .<br />
Delivery System<br />
9.25 UniMAP builds a website in UniMAP‟s portal. This is done to display all strategic<br />
info and KPI so that it would improve the info-collection and display system. With<br />
60
the help ICT Centre, it is expected that all info of UniMAP could reach all those<br />
who are concerned by the year 2000.<br />
9.26 UniMAP will improve the counter service especially for the One-Stop-Centre for<br />
the students and counters that deal with services provided by the Deveoplment<br />
Department and The Financial Department of UniMAP to the public.<br />
Financial Souce<br />
9.27 Between 2002-2010, UniMAP is expected to generate income to pay 15% of its<br />
administrative expenditure. Between 2011-2015 the University is expected to pay<br />
20%. To realize this, the Corporate Development Unit will get the doument “<br />
Guide to Corporate Development” from LPU and set up the Investment<br />
Committee at the level of LPU, and request for permission from the Ministry of<br />
Higher Learning and the Ministry of Finance to set up UniMAP Holdings<br />
(<strong>Malaysia</strong>) Sdn. Bhd or (UH) (M) Sdn. Bhd SB. With this, all business activities<br />
from companies related to U.H (M) SB can function. Hopefully UH (M) SB will be<br />
set up in the first phase of 2009.<br />
9.28 The Centre of Industrial Collaboration and development for life Unit will offer the<br />
service of their expert personnel to industries and society.<br />
9.29 UniMAP will be actively involved in marketing the research products.<br />
9.30 UniMAP will encourage the practice of prudent spending through running<br />
campaigns continuously to encourage reduction of utility costs by the<br />
administrative wing of the university. The Department of the Bursar will monitor<br />
the schools, departments and Units.<br />
Perfomance indicators (PI) Administration (PITU) Delivery Syatem (PIDS) and Financial<br />
Source (PIKE)<br />
9.31 Perfomance Indicators (PI) Administration (PITU) delivery System (PIDS) and<br />
Financial Source (PIKE)<br />
PITU1 Obtaining certification of IS0 9001 : 2001 for the Academic<br />
Administration System in 2008<br />
PITU2 Obtaining IS0 certification to ensure lab quality (such as IS0) 17025)<br />
PITU3 No of courses in Research Methodology and Data Analysis<br />
PITU4 Number of reserach Papers presented in UniMAP Corporate Research<br />
Seminars<br />
PITU5 Setting of <strong>Strategic</strong> <strong>Plan</strong>ning and Monitoring Committee and KPI<br />
UniMAP and <strong>Strategic</strong> <strong>Plan</strong>ning and KPI UniMAP Action Committee<br />
61
9.32 Perfomance Indicators for the Delivery Systems (PIDS) are:<br />
PIDS1 No of strategic info and Perfomance Indicators that are found in the<br />
Portal & UniMAP<br />
PIDS2 No of hours and days that the students‟ One-Stop-Centre operates<br />
PIDS3 No of students using the service of One-Stop Centre<br />
PIDS4 Percentage of satisfaction level of students<br />
PIDS5 Percentage of satisfaction level of the suppliers<br />
9.33 Performance Indicators of financial source are :<br />
PIKE1 Percentage of arrears of Fees<br />
PIKE2 Income obtained through the services of UniMAP‟s expertise<br />
PIKE3 No of Research products which are commercialzed<br />
PIKE4 Generation of income amounting to 15% of the yearly allocation of the<br />
university<br />
PIKE5 Percentage of cost saving of utilities<br />
PIKE6 Setting up UH (M) SB in the phase of the year 2009<br />
62
Chapter 10<br />
CLOSE<br />
10.01 As a new university, it must have a very sound base to grow from if it wishes to<br />
be excellent in academia, research and internationalzation. Besides the 3, other<br />
components must also be given equal attention if the university wishes to be on<br />
the international stage by 2020. Therefore, it is only pertinent that the university<br />
concentrates on the development of its human capital: staff and students.<br />
10.02 New schools will be set up after discussions with all university‟s shareholders.<br />
The setting up of the new schools will take into account the long-term needs of<br />
individuals, families and society. The new programs have some aspects or<br />
differentiations so as to strengthen the spirit of competitivenes of students.<br />
10.03 UniMAP‟s development must be congruent with the national development and<br />
policy. As required by the Development of NCER, UniMAP will develop the area<br />
of agro-industry with a strong lean to the local needs.<br />
10.04 UniMAP takes into account the needs of its shareholders, students (local and<br />
international) in the development of its infrastructure. It also reflects the concept<br />
of distributed Campus made up Nature Campus, City Campus and Green<br />
Campus.<br />
10.05 The Nature Campus in Pauh is designed to be tourist-friendly. It is also a place<br />
where students and university personnel intract with the locals through business<br />
activities. This place provides the opportunity for the students and researchers to<br />
sell their research products especially that of agriculture.<br />
10.06 In order to be continuously competitive, the members of the University‟s staff<br />
must give their total commitment in implementing their duties. They are expected<br />
to do so with knowledge, sincerity, excellence and intergrity besides other<br />
exceptable worldly values, such as believing in God.<br />
10.07 All university staff must practice the concept of spending prudently. The use of<br />
public money must be accountable and transparent.<br />
63