KEY RESULT AREAS - UMS · 2019. 4. 25. · KEY RESULT AREAS UMS-KRA 1 Enhancing excellence in teaching & learning UMS-KRA 2 Enhancing excellence in research & innovation UMS-KRA 3

KEY RESULT AREAS

UMS-KRA 1 Enhancing excellence in teaching & learning

UMS-KRA 2 Enhancing excellence in research & innovation

UMS-KRA 3 Enhancing international visibility & reputation

UMS-KRA 4 Strengthening governance, leadership and

delivery system

UMS-KRA 5 Enhancing financial sustainability

UMS-KRA 6 Contributing towards state and national

development

UMS-KRA 7 Commitment to environmental sustainability

UMS-KRA 8 Enhancing holistic student experience

UMS-KRA 9 Transformation towards University/Industry 4.0

2

3

Teaching

&

Learning

Research

&

Innovation

International

Visibility

&

Reputation

Governance,

Leadership &

Delivery

System

Financial

Sustainability

State &

National

Development

Environmental

Sustainability

Holistic

Student

Experience

Industry /

University

4.0

STRATEGIC PRIORITIES

(Key Result Areas)

4

TNC (A&A)

TNC (P&I)

DIRECTOR

PPPG

REGISTRAR

BURSAR

DIRECTOR

PJIK

DIRECTOR

PPEK

TNC (HEPA)

PNC

STRATEGIC PRIORITIES

(Lead Officers)

5

KRA

SO

KS

KPI

Strategic

Objectives

Key

Strategies

Key Result

Areas

UMS-KRA

1

STRATEGIC OBJECTIVES

To produce future-proof graduates

To established future-proof academic

programmes

To create smart delivery ecosystem

To nurture competent academician

KEY STRATEGIES Curriculum review for undergraduate and

postgraduate programmes

Empowering OBE

Implementing TEL-based pedagogies

Integrating TEL into UG and PG programmes

Establishing smart T&L infrastructure

Institutionalisation of eLearning

Transforming T&L ecosystem

Enhancing TEL competencies of academic staff

Optimizing performance-based teachers’

leverage

Creating industry-based academic programmes

KEY PERFORMANCE

INDICATORS

Graduate employability

% graduating UG students with

CGPA ≥ 3.67

No. of UG programmes that have

undergone curriculum review

No. of PG programmes that have

undergone curriculum review

No. of programmes implementing

OBE management system

% of courses in blended mode

No. of smart classrooms

No. of SCL rooms

No. of academic staff shortlisted

for AAN

% of academic staff with PhD

qualification

4 SO, 10 KS & 10 KPI

Enhancing Excellence in Teaching & Learning

SO KPI TARGET2018** 2019 2020 2021 2022

To produce

future-proof

graduates

Graduate employability (%) 60 65 70 75 80

% graduating UG students with

CGPA ≥ 3.67

4.0 4.5 5.0 6.0 7.0

To established

future-proof

academic

programmes

No. of UG programmes that

have undergone curriculum

review *

- 56 8 - -

No. of PG programmes that have

undergone curriculum review*

- 6 10 16 22

No. of programmes

implementing OBE management

system*

2 18 28 40 52

% courses in blended-mode* 20 40 60 80 100

To create smart

delivery

ecosystem

No. of smart classrooms* - 3 6 9 12

No. of SCL rooms* - 3 6 9 12

To nurture

competent

academicians

No. of academic staff shortlisted

for AAN*

- 1 2 3 4

% academic staff with PhD* 50 52 54 56 60

*cummulative

UMS-KRA

2


To intensify research activities

To intensify innovation and research

outputs

To enhance commercialization of

research

KEY STRATEGIES Review of UMS research niche areas

Establishment of special funding according to

research niche areas

Research inculturation among academic staff

Establishment of smart partnership with external

institutions

Strengthening R&D data and IP management

Provision of incentives for productive staff

Strengthening collaborations with industries

and government agencies

Promotion of academic staff expertise

KEY PERFORMANCE

INDICATORS

No. of PhD (research) students

No. of lead/head researchers

Total amount of external research

grants

No. of research collaborations with

external parties

MyRA rating

Total number of indexed publications

per academic staff

Total citations per academic staff

Total no. of IP registered

Total no. of products commercialized

Total amount of income from

commercialization of IP

3 SO, 8 KS & 10 KPI

Enhancing Excellence in Research & Innovation

SO KPI TARGET2018 2019 2020 2021 2022

To intensify

research

activities

Enrolment of PhD (research)

students

933 963 993 1023 1053

% lead/head researchers* 60 70 80 90 95

Total amount of external

research grants (RM)*

11.7 14 16 18 20

Total no. of research

collaborations with external

parties*

67 77 87 97 107

To intensify

innovation and

research outputs

MyRA star rating 4 5 5 5 6

Total indexed publication

per academic staff

0.7 0.8 0.9 1.0 1.2

Total citation per academic staff 10 10.2 10.4 10.6 10.8

Total IP registered* 272 299 329 362 398

To enhance

commercialization

of research

No. products commercialized* 12 14 16 18 20

Total amount of income from

commercialization of IP (RM)*

0.25

M

0.35

M

0.45

M

0.55

M

0.65

M

*cummulative

UMS-KRA

3


To enhance achievements and success

at international level

To increase international students

enrolment

To intensify staff and student mobility

To enhance international partnerships

and collaborations

KEY STRATEGIES Improving performance in selected QSAUR

indicators

Enhancing UMS brand visibility

Aggressive promotion of UMS, including

establishment of new markets

Introducing “student gets student scheme”

Enhancing international student experience

while studying in UMS

Improving international student management

Provision of specific funding for outbound

mobility of students and staff

KEY PERFORMANCE

INDICATORS

Performance in QS Asian University

Ranking

Enrolment of international

students (UG)

Enrolment of international

students (PG)

Total no. of inbound international

mobility (students)


mobility (staff)

Total no. of outbound international

mobility (students)

Total no. of outbound international

mobility (staff)

Total no. of international partnerships

and collaborations

4 SO, 7 KS & 8 KPI

Enhancing International Visibility & Reputation

SO KPI TARGET2018** 2019 2020 2021 2022

To enhance

achievement and

success at

international level

Performance in QS Asian

Universities Ranking

206 200 190 180 170

To increase

international

student

enrolment

Enrolment of international UG

students

406 480 550 620 700

Enrolment of international PG

students

71 105 140 175 210

To intensify

student and staff

mobility


(student) mobility

250 275 300 325 350


(staff) mobility

10 13 16 19 22

Total no. of outbound

international (student) mobility

84 100 120 140 160

Total no. of outbound

international (staf) mobility

6 10 15 20 25

To enhance

international

partnerships and

collaborations

Total no. of international

partnerships and collaborations*

2 3 4 5 6

*cummulative **Baseline

UMS-KRA

4


To enhance good governance

To enhance quality and delivery system

To enhance creativity, innovation and

quality cultures among staff

To enhance professionalism of

human capital

KEY STRATEGIES Enhancing good governance

Institutional repository (IR) strengthening

program and content

Introduction of Integrity Perception Index (IPI)

Enhancing customer services

Creating and sustaining thriving workplace

Promotion of healthy lifestyle

Create secure and safe campus

Intensifying Team Excellence activities

Development of human capital capability

KEY PERFORMANCE

INDICATORS

Governance rating

Integrity Perception Index

Customer Satisfaction Index

Happiness Index

Healthy lifestyle

Crime rate in campus

No. of innovation projects that won

awards

No. of innovation projects that have

been adopted in UMS

No. of staff given recognition by

relevant agencies/bodies

% staff with PhD

No. of academic staff undergone

post-doc/sabatical/sub-specialization

training

% competency of staff who had

undergone training/courses

4 SO, 9 KS & 12 KPI

Strengthening Governance, Leadership

& Delivery System

SO KPI TARGET2018** 2019 2020 2021 2022

To enhance good

governance

Governance rating (%) 60 75 80 85 90

Integrity Perception Index (scale) - - 5 6 7

To enhance quality

and delivery system

Customer Satisfaction Index 0.6 0.65 0.70 0.80 0.90

Happiness Index 0.7 0.75 0.80 0.85 0.90

Healthy lifestyle

Crime rate in campus (%) 12 5 5 4 3

To inculturate

creativity, innovation

and quality among

staff

No. of innovation projects that won

awards (state, national and internal

levels)

5 6 7 8 9

No. of innovation projects that have

been adopted by UMS

2 3 4 5 6

To enhance human

capital capability

Total no. of staff given recognition by

relevant agencies/bodies*

10 15 20 25 30

% staff with PhD qualification* 50 52 54 56 60

Total no. of staff that undergone sub-

specialization/postdoc/

Sabatical training*

5 6 7 8 9

% staff competency after undergoing

training/course

70 75 80 85 90

*cummulative

UMS-KRA

5


To enhance income generation

from various sources

To optimize operational and capital

expenditures

KEY STRATEGIES Strengthening the roles of PTJ in income

generation

Enhancing income generation activities and

opportunities of subsidiary/holding company

Enhancing and empowering PLUMS

Optimizing utilities and maintenance costs

Optimizing operational cost per student

KEY PERFORMANCE

INDICATORS

Income generation from other

internal sources

Optimization of expenditures

associated with utilities and

maintenance

Optimization of operational

expenditures per student

2 SO, 5 KS & 3 KPI

Enhancing Financial Sustainability

SO KPI TARGET2018** 2019 2020 2021 2022

To enhance

income

generation from

various internal

sources

% income generation 18 19 20 21 22

To optimize

operational and

capital

expenditures

Optimization of utilities and

maintenance expenditures

(%)

1 1 1.0 1.5 1.5

Optimization of operational

expenditures per student (%)

3.0 3.0 3.5 4.0 4.5

** Baseline

UMS-KRA

6


To expand community engagement

outreach

To expand University-Industry

collaboration

To increase opportunities for

life-long learning

To improve the well-being of the

community

KEY STRATEGIES Development and implementation of UMS

community engagement policy

Promotion of CSR and volunterism program

among staff and students

Strategic partnership with local and international

community engagement organizations

Enhancing the management of UMS strategic

partners

Intensifying industry engagement activities

Implementing “Industry on Campus”

Promotion of LLL programs to stakeholders

Intensifying translational research

Provision of special financial support to

“special B40” and PPST students

KEY PERFORMANCE

INDICATORS

No. of activities organized involving

the community

No. of participants in the activities

organized with the community

No. of industry partners and

collaborators

No. of industry engagement

activities organized

No. of LLL courses available to

the public

Enrolment in LLL courses

No. of translational research

implemented

No. of “special B40” students

graduated

No. of local students entering UMS

via PPST

4 SO, 9 KS & 9 KPI

Contributing Towards State & National

Development

SO KPI TARGET2018** 2019 2020 2021 2022

To enhance

linkages with

the community

No. activities organized involving

the community

30 40 45 50 60

No. of participants in activities

organized with the community

2000 3000 4000 5000 6000

To enhance

linkages with

the industry

No. of industrial partners and

collaborators

53 70 90 110 130

No. of industry engagement

activities

50 70 80 90 110

To increase

opportunities for

lifelong learning

No. of LLL courses available to

the public

52 52 55 55 60

Enrolment in LLL courses 1190

To improve the

well-being of the

community

No. of translational research

implemented

14 16 18 20 24

No. of “special B40” students

graduated

151 150 160 170 180

No. of local students entering

UMS via PPST

179 245 245 245 245

**Baseline

UMS-KRA

7

STRATEGIC OBJECTIVES To strengthen the position and

reputation of UMS as an EcoCampus in

sustainable development

To reduce carbon footprint and wastes

To enhance the value of environmental

sustainability and green campus

lifestyle

To increase the usage of IoT in

environmental sustainability

management in the campus

KEY STRATEGIES Embracing and implementing the SDGs in

UMS context

Improving performance in the appropriate

UI GreenMetric Ranking indicators

Reducing primary carbon footprints in the campus

Reducing organic waste disposal to landfills

Organizing and increasing environmental

education programmes

Providing data management systems via

the application of IoT in campus

KEY PERFORMANCE

INDICATORS

UMS Sustainable Development

Annual Achievement Report

UI GreenMetric World University

Ranking

Reduction in UMS primary carbon

footprint

Reduction in the amount of UMS

wastes

Increase in awareness level on

environmental sustainability among

students and staff

No. of IoT applicatiions in


management

4 SO, 6 KS & 6 KPI

Commitment to Environmental Sustainability

SO KPI TARGET2018 2019 2020 2021 2022

To strengthen the

position and

reputation of

UMS as an

EcoCampus

UI GreenMetric World University

Ranking

71 31 28 24 20

To reduce carbon

footprint and

wastes

% reduction in carbon footprint 2 4 6 8 10

% reduction in amount of wastes 1 1 100 100 100

To enhance the

value of

environmental

sustainability and

green campus

lifestyle

% increase in awareness level

on environmental sustainability

of students and staff

5 10 15 20 20

To increase

usage of IoT in

environmental

sustainability

management in

the campus

No. of IoT applications in


management

2 6 10 10 11

UMS-KRA

8


To provide adequate and excellent

facilities

To develop talents among the students

To equip students with appropriate

attributes

To strengthen cooperation and linkages

with alumni

To enhance graduate employability

KEY STRATEGIES To provide accommodation for all UMS students

Proper and regular maintenance of all facilities

Enhancing the services and quality of cafeteria

Enhancing application and complaint procedures

and processes

Exposing students to competitions at state,

national and international levels

Organizing CSR programs and other outdoor

activities

Organizing entrepreneurial, volunteerism and

community services programs

Establishing Tabung Ehsan Alumni and Tabung

Wakaf Alumni

Organizing career development training

program and other appropriate courses

Organizing career fairs and Meet-the-Industry sessions

KEY PERFORMANCE

INDICATORS

Student Satisfaction Index

No. of students who won awards

at state, national and international

levels

No. of students participated in

entrepreneurial programs


volunteerism programs


community services programs

Amount of contribution received

from alumni

No. of UG alumni pursuing their

PG studies in UMS

Graduate employability

5 SO, 10 KS & 8 KPI

Enhancing Holistic Student Experience

SO KPI TARGET2018** 2019 2020 2021 2022

To provide

adequate and

excellent facilities

Student Satisfaction Index/

Student Hapiness Index

0.85 0.87 0.89 0.92 0.95

To develop

talents among the

students

No. of students who won

award at state, national and

international levels

896 951 1001 1056 1111

To equip students

with appropriate

attributes


entrepreneurial programs

168 199 216 233 250


volunterism programs

2484 4000 4500 5000 6000


community service programs

2110 4000 4500 5000 6000

To strengthen

cooperation and

linkages with

alumni

Amount of contribution (RM)

received from alumni

40K 45K 50K 55K 60K

No. of UG alumni pursuing

postgraduate study in UMS

10 15 20 25 30

To increase

graduate

employability

Graduate employability (%) 60 65 70 75 80

UMS-KRA

9


To enhance undergraduate

programmes

To enhance campus connectivity

To enhance ICT, IoT and big data

applications in University

processes and services

KEY STRATEGIES Development of new UG programmes

involving cross-functional disciplines

(ie hybrid programmes)

Introduction of Digital Entrepreneurship

module in UG curriculum

Provision of appropriate ICT infrastructures

Applications of ICT, IoT and big data in

university’s processes and services

Training and reskilling of staff with ICT

Development of University Integrated Information

System (SMBU)

KEY PERFORMANCE

INDICATORS

No. of UG programmes involving

cross-functional disciplines

(hybrid programmes)


Digital Entrepreneurship module

Percent indoor wifi coverage

No. of staff undergone ICT training

No. of type of records/document

encrypted using blockchain

technology

No. of services involving cashless

payment

Percent digitalization of library

Percent staff with digital ID

Mymohes rating

3 SO, 6 KS & 9 KPI

Transformation Towards Industry/University 4.0

SO KPI TARGET2018** 2019 2020 2021 2022

To enhance UG curriculum

No. of UG involving cross-functional disciplines*

- - 1 2 3

No. of students participated in Digital Entrepreneurship module*

3200 6000 9000 1200 15000

To enhance campus connectivity

Percent wifi coverage(indoor)*

80 85 90 95 100

To enhance ICT, big data and IOT applications in university activities, processes and services

No. of staff undergone basic ICT course/training

- 100 100 100 100

No. of records/documentsencrypted using blockchaintechnology*

1 2 5 10 15

No. of services involvingcashless payment*

10 15 20 25 30

Percent digitalization of library materials*

30 40 50 75 100

Percent staff with digital ID* 6 25 50 75 100

Mymohes star rating 5 5 5 5 5*cummulative **Baseline

24

9

KRA

33

SO

70

KS

75

KPI

Minister’s Key Performance Indicators (MKPI) 2017

KPI Pencapaian

2016Sasaran

2017

Pencapaian

2017

1 Graduate Employability (%) 59.6 70 51.0

2a Total number of international students

(UG & PG)

659 800 696

2b Total number of PG international students 141 150 120

3a Total number of publications per lecturer in

indexed journals and proceedings

0.46 0.5 0.65

3b Total number of cumulative (5 years) citations

per lecturer

7.9 8.0 8.16

4 Self-generated income (%) 15 15 19

5a Undergraduate (year 1) attrition rate 9 % 7 % 8 %

Masters attrition rate 0 % 10 % 5 %

PhD attrition rate 11 % 19 % 13 %

5b Graduation-on-time (iGoT)-Undergraduate 87 % 85 % 86 %

Graduation-on-time (iGoT)-Masters 6 % 40 % 19 %

Graduation-on-time (iGoT)-PhD 14 % 30 % 16 %

6 QS World University Rankings

by subject: Top 51 - 200

1 1 1

7 Implementation of iCGPA for UG programmes 3 % (n=2)

8. Number of new 2u2i programme introduced 0 0 0

≤ 50 % > 50 - < 90 % ≥ 90 %Achievement (%):

Minister’s Key Performance Indicators (MKPI) 2018 & 2019

KPI 2018

Target

2018

Achievement

2019

Target

2019Achievement

1 Graduate Employability (%) 70 62 73

2a Total number of international students

(UG & PG)

816 614 1000

2b Total number of PG international students 200 96

3a Total number of publications per lecturer in

indexed journals and proceedings

0.70 0.51

3b Total number of cumulative (5 years) citations

per lecturer

10.0 12.5 10.2

4 Self-generated income (%) 15 21.8 18

5a Undergraduate (year 1) attrition rate 7 % 1.3 %

Masters attrition rate 10% 11.6 %

PhD attrition rate 15 % 12.8 %

5b Graduation-on-time (iGoT)-Undergraduate 85 % 90.2 %

Graduation-on-time (iGoT)-Masters 40 % 38.9 % 19 %

Graduation-on-time (iGoT)-PhD 30 % 48.7 %

6 QS World University Rankings

by subject: Top 51 - 200

2 1

7 Implementation of iCGPA for UG programmes 40 %

(n=25)

2

8. Number of new 2u2i programme introduced 1 0

≤ 50 % > 50 - < 90 % ≥ 90 %Achievement (%):

ACTION PLAN 2019

Documents

KEY RESULT AREAS - UMS · 2019. 4. 25. · KEY RESULT AREAS UMS-KRA 1 Enhancing excellence in teaching & learning UMS-KRA 2 Enhancing excellence in research & innovation UMS-KRA 3