SHAPING SOCIETY
OUR PATH TO EXCELLENCE :
UNISEL STRATEGIC PLAN
2013-2018
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Table of Contents
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Foreword from the Vice Chancellor
Our Story
External and Internal Challenges
Vision and Mission of the University
Strategy Map
Guiding Values
Strategic Goals
– Excellent Teaching and Learning
– Excellence in Research
– Excellent Community Engagement
Strategic Enablers
– Effective and Efficient Organization
– Excellent Human Resources
– Financial Sustainability
Conclusion
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Foreword from Vice Chancellor
I am delighted to introduce UNISEL’s 2013 – 2018 Strategic Plan.
This important document, our future reference for the next five
years outlines a disciplined approach to support the ongoing
progress of UNISEl’s path towards excellence. With this
extensive strategic plan, it is hoped that our aim to become a
leading university in Malaysia over the next four years can be
achieved.
A team was gathered to look into the current constraints and
challenges and worked towards defining the strategies in
achieving our future goals. With a focus on providing our
students the best learning experience, we therefore have
structured a definite course based on strong indicators of
future the business environment.
It is undeniable that each and everyone associated plays a
crucial role in this strategic planning. Therefore, in our attempts
to upgrade our services, we look forward to each of you and
your contributions for the betterment of our institution. I would
take the pleasure to thank each of you for your priceless
contributions.
Let us together make this strategic plan our path to excellence.
Strategic Plan 2013-2018
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Our Story
The University of Selangor (UNISEL) was established by the State of
Selangor as a state-owned private university, 14 years ago, in 1999,
with the aspiration that it would significantly contribute to the
industrial development of the state. Appropriately, the University
was named University of Industry, Selangor. In a short span of time,
the University was able to establish itself in providing quality
academic programmes in the field of science and technology. This
included some important fields of Engineering, Information
Technology and Multimedia as well as Biotechnology.
With its early success, the University continues to expand rapidly
in the second half of the last decade, into new areas of studies that
include Business Management and Accounting, Education and
Social Sciences, Art and Design, Mass Communication and
Journalism and Biomedical Sciences as the latest addition.
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UNISEL was originally located in Shah Alam
while a purpose-built campus was
planned and being built in Bestari Jaya, some 60 kilometer from the state capital. In
2005, 6 years after its formation, UNISEL moved to its main campus in Bestari Jaya.
UNISEL was founded on the principle that educational
opportunity is not the privilege of the wealthy. The University
The new campus is a 1000 acre of fully equipped modern campus with the faculty
today remains committed to offering an affordable and high-
building, hostel and other student facilities such as sport complex, student centers
quality education that provides paths to success for people
and strategically located central library and campus mosque. The student hostel can
accommodate 5000 students in apartment units of 6 students each and these
from all economic backgrounds. At a time when the rising
apartments are equipped with basic furniture and wifi facilities. Any visitor to the
costs of higher education nationally have created financial
campus will be enthralled by the beauty of its landscape with a few lakes, stocked
burdens to many students and their families, UNISEL seeks to
with a number of species of fresh water fishes, surrounding the academic and the
student infrastructures. It was indeed designed to create as a most conducive
working, learning and living environment for the staff and students.
Today, UNISEL maintains two campuses. The Bestari Jaya or BJ Campus is considered
ease those burdens and provide economic value by operating
according to sound financial practices and focusing on the
areas and programmes that will most benefit our students.
the main campus and the Shah Alam campus has been renamed as the City Campus.
The BJ campus houses four faculties; namely the Faculty of Engineering, Faculty of
Education and Social Sciences, Faculty of Science and Biotechnology and Faculty of
Computer Science and Information Technology. The total enrolment of these four
faculties is currently exceeding 5000 students. The City Campus houses four other
faculties namely Faculty of Business, Faculty of Communication and Journalism,
Faculty of Health and Biosciences and Faculty of Art and Design, and Centre for
Graduate Studies. The campus currently has 6000 students and is expanding rapidly
since the transfer of the Faculty of Business to this campus from the main campus in
2010.
Strategic Plan 2013-2018
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Within a short span of time since its formation,
UNISEL has achieved commendable success in
producing excellent graduates as reflected in the
high employability rates.
The university has successfully established its name
when three UNISEL students received recognition
from the Institute of Engineers Malaysia (IEM) and
Malaysian Institute of Accountants (MIA). This
proves that UNISEL graduates are able to compete
with graduates from public institutions of higher
learning (IPTA).
Those are only few examples from many other
success stories, and UNISEL intends to continue this
productive trajectory.
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External and Internal Challenges
Our 2013-2018 plan has been developed by taking into
account not only our strengths, but also the internal and
external challenges that we need to overcome for us to move
forward.
Our internal challenges:
Our internal organizational strengths :
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Experienced academicians with PhD
•Full-fledged campus
•State government support
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IT system and networking
•National and International collaborations and achievements
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Financial situation
•Autonomous decision making and governance
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Marketing plans and strategies
•Strategic location of Shah Alam campus
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Skill, knowledge and attitude of support staff
•Wide choices of academic programmes
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Delivery system
•Competent and experienced academic staff
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Organizational culture
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External and Internal Challenges
Our opportunities:
Sprawling Bestari Jaya campus
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Presence of industries in Selangor
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Technology of Blended E-learning
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Research fund from state government and
other agencies
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High demand from international students
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Different streams of education (Tahfiz Schools,
Vernacular Schools, etc.)
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International Islamic network (Islamic Academy
of Sciences (IAS))
Strategic Plan 2013-2018
Our external challenges:
Competitors competitiveness
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Relationship with federal agencies
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Employers perception of UNISEL graduates
Competition for practical training placement
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Public awareness and image
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Political environment
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Over dependent on PTPTN
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External and Internal Challenges
Internal Organizational Strengths
Internal Challenges
1 Full-fledged campus
1 Experienced academicians with PhD
2 State government support
2 IT system and networking
3 National and International collaborations and
achievements
3 Financial situation
4 Autonomous decision making and governance
4 Marketing plans and strategies
5 Strategic location of Shah Alam campus
5 Skill, knowledge and attitude of support staff
6 Variety of choices of academic programmes
6 Delivery system
7 Competent and experienced academic staff
7 Organizational culture
Strategic Plan 2013-2018
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External and Internal Challenges
Opportunities
External Challenges
1 Sprawling Bestari Jaya campus
1 Competitors competitiveness
2 Presence of industries in Selangor
2 Relationship with federal agencies
3 Technology of Blended E-learning
3 Employers perception of UNISEL graduates
4 Research fund from state government and other
agencies
4 Competition for practical training placement
5 High demand from international students
5 Public awareness and image
6 Different streams of education (Tahfiz Schools,
Vernacular Schools, etc.)
6 Political environment
7 International Islamic network (Islamic Academy
of Sciences (IAS))
7 Over dependent on PTPTN
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Vision and Mission
Vision
To be a renowned university that nurtures
professionals and scholars with high moral and ethical
values
Mission
UNISEL is committed to provide excellent and
conducive learning environment to develop
competent, upright and ethical professionals &
scholars
Tagline
Strategic Plan 2013-2018
“Shaping Society”
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Our Path to Excellence: UNISEL Strategy Map
The Strategic Map is the guiding framework that
rationalises the cause-effect interrelationship between the
key goals and objectives which ultimately determine the
achievement of the university’s mission and vision.
In our strategy map we have defined 3 strategic enablers:
financial sustainability, excellent human resources and
effective and efficient organization, as foundation that
support the strategic goals.
The 3 strategic goals we believe are fundamental elements
in meeting our stakeholders expectation and the
university’s aspiration as reflected in its mission and vision
statements.
The strategy map in essence is a one page representation
of UNISEL Strategic Plan that outlines the steps that we are
going to implement over the next 5 years. Equally
important is that it can be easily understood by all level of
staff in the organization. It will remain relevant over longer
period as it deals with the fundamentals that allow
adjustments in the strategies to adapt to the changing
environmental situations.
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ACADEMIC
EXCELLENCE STAKEHOLDERS
VISION AND MISSION
HIGHLY PREFFERED
OUTSTANDING GRADUATES
KNOWLEDGE GENERATION
AND WEALTH CREATION
RESEARCH OUTPUT
OUTSTANDING
CONTRIBUTION TO SOCIETY
ACADEMIC EXCELLENCE
Deliver excellent
Student-centered
Teaching and learning
Develop holistic
Industry-relevant
curriculum
Attract excellent diverse
students body
STRATEGIC ENABLERS
OPPORTUNITY FOR
LIFELONG LEARNING
Excellent in community
engagement
Develop research
Excellence in
Strategic areas
Employ innovative
teaching/learning
strategies
Create strong
Strategic partners
Provide exceptional
student experience
EFFECTIVE AND EFFICIENT ORGANIZATION
Provide first-class
Infratructure and
facilities
Integrate ICT in
all processes for effective
and faster delivery
FINANCIAL SUSTAINABILITY
Align resources with
strategic priorities
To grow and diversify
sources of income
High standard of
accountability
Develop and manage l
organizational performance
and core competencies
Develop effective
media and communication
system
EXCELLENT STAFF
Proactively attract,develop
and retain high performance staff
Develop UNISEL culture
based on the guiding values
Manage staff
performance
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Guiding Values
We have six guiding values that form the foundation of everything that we do.
"As to methods there may be a million and then some, but principles are few. The man who grasps
principles can successfully select his own methods. The man who tries methods, ignoring principles,
is sure to have trouble" -- Ralph Waldo Emerson
Integrity
Committed to the highest standards of honesty, truth and
fairness; and mutual respect and trust
Accountability
Committed to being responsible and accountable
stewards of the human, financial, physical and
Intellectual resources
Innovation
Committed to pursuing knowledge and ideas, being continuously
adaptable and striving to develop innovative solutions
Quality and Excellence
Committed to continuous quality improvement
and excellence in all our endeavor
Accessibility
Committed to providing maximum educational
opportunities for all
Collegiality
Committed to the spirit of collaboration and
teamwork
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Strategic Goal #1
ACADEMIC EXCELLENCE
a) Excellence in Teaching and Learning
Develop holistic Industry-relevant curriculum
Employ innovative teaching/learning strategies
Attract excellent diverse student bodies
Total enrolment
The number of students will be 20,000 (5000 out-campus) with
the ratio of 20:50:30 (post graduate:degree:diploma) by 2018.
Quality of students
45% of students have 3.0 CGPA in their diploma or equivalent.
International
students
15% of new international students intake by 2018
Employability
85% of graduates employed within 6 months after graduation
(now 55%)
Academic
Infrastructure
To develop teaching factories and incubators by 2018.
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Strategic Goal #2
ACADEMIC EXCELLENCE
b)
Excellence in Research
Develop Selangor Research Center of Excellence (SCORE)
Enhance research clusters
Research fund
RM5million per year
Publication
Produce 3 journals
-UNISEL International Journal of Contemporary Business and
Management
-UNISEL Journal of Social Sciences and Humanities
-UNISEL Journal of Science, Engineering and Technology
Main research on solving Selangor issues (social, economic,
etc)
•Social Management Analysis & Services
•Natural Products (Halal) & Health Care
•Green Technology
•ICT and Multimedia
•Microtechnology
•Supply Chain & Management
•Embedded system
Research Clusters
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Strategic Goal #3
ACADEMIC EXCELLENCE
c)
Excellent Community Engagement
Provide exceptional student experience and community involvement
Foster collaborative relationships with communities in educational,
social, cultural and economic spheres.
Develop collaboration with international universities and agencies.
Community
Involvement
50% of students will be involved in community work and
services by 2018.
Exchange Program
10% of students in student exchange programs with
universities in the region by 2018.
Consultancy and
Advisory Work
25% of staff involve in consultancy and advisory work with
state government; GLC’s and private companies by 2018.
International
Collaboration
10% of staff involve in international collaboration in
consultancy and advisory work by 2018.
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Strategic Enabler #1
EFFECTIVE AND EFFICIENT ORGANIZATION
Integrate ICT in all processes for effective and faster delivery
Provide first-class infrastructure and facilities
Develop and manage organizational performance and core competencies
Develop effective media and communication system
Internet Capacity
To upgrade data to 150Mbs in 2015 and 300Mbs in 2018.
Converged
Infrastructure
To be in ‘cloud computing’ by year 2018 for campus
environment
Quality
Management
System
5S implementation for university and ISO Certification for
administrative departments by year 2015.
Customer
Relationship
Management
Implementation of CRM System by year 2018.
Satisfaction Index
Achieve score of 80% out of 100% on satisfaction index for
staff and student by year 2015.
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Strategic Enabler #2
FINANCIAL SUSTAINABILITY
Align resources with strategic priorities
Grow and diversify sources of income
High standard of accountability and transparency
Deliver best service to staff and customers
Financial
Sustainability
To be financially sustainable
Breakeven
Achieve breakeven by 2015 and 20% profit by 2018
Tuition Fees
30% increase in tuition fees in 2015 and another 30% in 2018.
Customer Service
Develop and Implement client charter
Endowment Fund
RM 5 million endowment fund by year 2015
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Strategic Enabler #3
EXCELLENT STAFF
Proactively attract, develop and retain high performance staff
Develop UNISEL culture based on the organizational guiding values
Manage staff performance
Performance
Evaluation
By year 2018, 80% of staff will achieve above 85% in
performance evaluation score.
PhD-holding
Lecturers
30% of lecturers with PhDs in 2015 and 60% in 2018
Lecturers
qualification ratio
Ratio of Professor: Associate Professor: Lecturer is 10:20:70 by
year 2015; and 15:30:55 in year 2018
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Conclusion
This strategic plan clearly defines Academic Excellence as the
strategic goal that is supported by three strategic enablers:
financial sustainability, excellent human resources and effective
and efficient organization. With commitment from all staff,
along with sufficient resources, we believe that this strategic
plan will assist us in achieving our stakeholders’ expectations
and ultimately the university’s aspirations as reflected in its
mission and vision statements.
‘If you fail to plan, you are planning to fail” - a famous quote by
Benjamin Franklin. Equally important with the planning, is the
management of the plan to convert it into reality. For that, the
strategic goals will be widely communicated and incorporated
into the day-to-day business activities, with links to
departmental plans such as staff performance plan, annual
budgeting plan, human capital plan, etc. The implementation
of the strategies will be constantly monitored, reviewed and
updated as necessary.
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