Strategic Buku PS Ums 2021

2018 2022
UMS Strategic Plan 2018-2022
EDITORIAL BOARD
Editors
Profesor Madya Dr. Mohd Rahimie Abd. Karim
Dr Phang Ing @ Grace
Sylvencent Bin Pokhan
Photographer
Suzeanywati Gasinin
Info Graphic Editor

Ramdan Saleh Bin Nain
Abdul Nawi Bin Ngeh
Graphic Illustration
Azmawati Binti Amarasikin
Strategic Plan Universiti Malaysia Sabah 2018-2022:

Balanced Scorecard 2021
Published by
Center for Strategic Management and Corporate Communication
Universiti Malaysia Sabah, Jalan UMS, Kota Kinabalu, Sabah
Copyright © 2021 Editors:

Mohammad Rahimie Abdul Karim,
Phang Ing @ Grace.,
Sylvencent Pokhan
All rights reserved. No portion of this book may be reproduced

in any form without permission from the publisher, except as
permitted by Malaysia copyright law. For permissions contact:
cmscc@ums.edu.my
Table of Content
Foreword 1
Introduction 2
Vision Mission 3
Facts and Figure 4
UMS Balanced Scorecard in simplified ‘Planning Pyramid’ 5
Strategy Map 2018-2022 poster 6
Strategic Plan 2018-2022 poster 7
KRA Leader 8
Summary of BSC 2021 10
KRA 1 - Quality Educational Experience for Students 12
KRA 2 - High Impact Research and Innovation 22
KRA 3 - Global Prominence 30
KRA 4 - Empowerment of Governance, Human Resources and
Delivery System 36
KRA 5 - Financial Sustainability 56
KRA 6 - Sustainable Campus 66
UMS Strategic Plan 2018-2022 1
Foreword
Assalaammu’alaikum wr. wb. and Salam Sejahtera to all
Iam delighted to present to you the 2021 UMS Balanced Scorecard (BSC). The BSC
is a strategic performance management tool which enable us to take stock on the
past successes and failures as well as to review the present and future challenges for
the year of 2021.
We have experienced tremendous and drastic changes in the industries, job

markets, education, and living environments since last year due primarily to the
COVID-19 pandemic. The changes require constant reviews of the Strategic Plan to
ensure its relevancy and applicability. I would like to extend my special gratitude to
all the parties that involved in incorporating their valuable inputs. With the assistance
of the Centre of Strategic Management and Corporates Communication (PPSKK),
each KRA has spent time and effort to discuss and formulate the 2021 UMS Balanced
Scorecard.
UMS vision and mission sit within the structure that

integrates the six (6) Key Result Areas (KRAs), namely
teaching and learning, research and innovation, global
prominence, good governance, financial sustainability as
well as sustainable campus. Through these six KRAs, a
number of Key Performance Indicators (KPIs) and Strategic
Initiative Indicators (PIs) were tabulated in the 2021 UMS
Balanced Scorecard to ensure the cascading process could
be carried out smoothly to all the departments/faculties/
centres/institutes/divisions in UMS.
We must realise that the UMS Strategic

Plan represents the concerted efforts of UMS’
stakeholders and it belongs to everyone at UMS.
The plan will stretch us to a great extent, and
it will also be the compass for every plan and
strategy of the University. I believe, with the
commitment, cooperation and unity of all
UMS staff and students, we would be able
to translate the targeted KPIs and PIs into
wonderful successes that we all can be proud
of, inshaAllah.
Thank you.
PROF. DATUK CHM. TS. DR. TAUFIQ YAP

YUN HIN
Vice-Chancellor
Universiti Malaysia Sabah
2 UMS Strategic Plan 2018-2022
Introduction
T he UMS Strategic Plan 2018-2022 is the continuation of UMS’ five-year strategic
plan, highlighting the attainment of University’s vision and mission through six
Key Result Areas (KRAs), namely KRA1: Quality educational experience for students;
KRA 2: High impact research and innovations; KRA3: Global prominence; KRA4:
Empowerment of governance, human resource and delivery system; KRA5: Financial
sustainability; and, KRA6: Sustainable campus.
In 2020, the reviews of the strategic plan performance were conducted in July
and December 2020. These periodic checking allows problems and challenges to be
identified and mitigation efforts to be planned, which further lay the foundation for the
target formulation for 2021. Several adjustments were made based on the changes in
the internal and external environments as well as the needs of the stakeholders in the
formulation of 2021 UMS Balanced Scorecard.
With the 13 strategic objectives (SO) in mind, this report presents to you the 2021
UMS Strategic Balanced Scorecard, which details the targets of 18 Key Performance
Indicators (KPIs), 87 Strategic Initiatives (SI) and 145 performance indicators (PI).
The report also includes the cascading targets to all relevant departments/faculties/
centres/institutes/ divisions at UMS for each of the KRA. The integrated ‘objective-
strategy link’ model adopted by the 2021 UMS Strategic Balanced Scorecard will
ensure all aspects of the University to be aligned with the vision and mission of the
University.
Vision
To be an innovative university of global standing
Mission
To achieve academic excellence in various fields by gaining recognition through
learning and teaching, research and publication, s ocial services and a balanced
specialization of knowledge and personality development of students, resulting in
high productivity and quality in the context of the society and the nation
UMS Balanced Scorecard

in simplified
‘PLANNING PYRAMID’
STRATEGY MAP 2018-2022

STRATEGIC PLAN 2018-2022

Summary of BSC 2021

KEY RESULT AREA (KRA) STRATEGIC KEY
OBJECTIVE PERFORMANCE
(SO) INDICATOR (KPI)
KRA 1 QUALITY EDUCATIONAL EXPERIENCE FOR 2 4
STUDENTS
KRA 2 HIGH IMPACT RESEARCH AND 2 2

INNOVATION
KRA 3 GLOBAL PROMINENCE 1 2
KRA 4 EMPOWERMENT OF GOVERNENCE, 4 5

HUMAN RESOURCE AND DELIVERY
SYSTEM
KRA 5 FINANCIAL SUSTAINABILITY 2 2
KRA 6 SUSTAINABLE CAMPUS 2 3
TOTAL 13 18
STRATEGIC PERFORMANCE LEADER SECRETARIAT

INITIATIVE INDICATOR (PI)
(SI)
26 29 DEPUTY VICE CHANCELLOR ZURAINI HAMDIN (PPKA)
(ACADEMIC AND email: zuraini@ums.edu.my
INTERNATIONAL)
DEPUTY VICE CHANCELLOR MOHD JAMAL ATONG (JHEP)

(STUDENT AFFAIRS AND email: mohdjamal@ums.edu.
ALUMNI) my
13 23 DEPUTY VICE CHANCELLOR MOLLY DONNA AWANG SHAM

(RESEARCH AND INNOVATION) (PPPI)
email: molly@ums.edu.my
4 14 DIRECTOR, CENTRE OF JUNAINAH ISMAIL (PPPG)

INTERNATIONALISATION AND email: junainah@ums.edu.my
GLOBAL ENGAGEMENT
16 24 REGISTRAR MOHD SAFFUAN YAKUB (BPG)

email: msaffuan@ums.edu.
my
19 19 BURSAR MOHD NAZIR AB MANAN (BN)

email: mdnazir@ums.edu.my
8 35 CHIEF LIBRARIAN HETTY HAZWANI DZULKIPLI

(ECO CAMPUS) email:
hettykepli@ums.edu.my
86 144
KRA 1:
Quality Educational Experience for Students
STRATEGIC KEY PERFORMANCE KPI TARGET FREQUENCY OF STRATEGIC
OBJECTIVE (SO) INDICATOR (KPI) 2021 REPORTING INITIATIVES (SI)
P1 To design, develop, P1.1 % of programme 15% Biannually Identify and implement more 2U2I
deliver and review that practice Programmes
curriculum for curriculum for
market-ready market-ready Identify and implement industrial based
graduates graduates teaching and learning Courses
Identify and implement more SULAM

courses/ activities
Create more online courses
Optimise education for sustainable

development / environmental
sustainability outreach programmes
Intensify promotion for national mobility

programmes
Obtain Local Professional Micro

Credentials
Creating Local Multiple Recognition

Academic Programmes
Creating International Recognition

Academic Programmes
Offering Degrees with Multiple Awarder
Increase the number of courses for

student mobility
P1.2 % of academics 25% Biannually Conduct training on design and

who are ready implement market-ready curriculum
to deliver
transformed Conduct training on teaching and
curriculum learning delivery and assessment
KRA 1
CASCADING TARGET BY JFPIB

PERFORMANCE
PI TARGET 2021
INDICATORS (PI)
FSMP
FSSA
FPSK
FSSK
FPEP
FKAL
PPIB
FPP
FPL
FKJ
FKI
No of programmes 10 1 1 0 1 2 1 1 1 1 1 n/a
No. of Courses 97 3 13 14 10 6 3 6 3 3 8 1
No of courses/activities 49 2 3 2 8 6 1 8 3 7 6 3
% of Blended Learning (BL) 80 80% 90% 80% 80% 100% 80% 80% 100% 100% 85% 100%
Courses
No of OER 241 20 10 20 10 65 5 10 10 9 20 25
No of MOOC courses 30 3 2 2 4 2 1 2 2 3 3 2
No of ODL programmes 3 0 0 0 1 1 0 0 1 n/a 0 0
No of courses 355 1 4 23 59 27 31 14 7 17 156 10
No of national outbound 422 10 40 12 74 100 3 100 10 3 70 n/a

mobility students
No.of local Professional Micro 4 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Credentials
No. of Programmes with 7 1 0 0 1 2 1 1 0 0 1 n/a

Multiple Local Recognitions

International Recognition

Multiple Awarder
No of courses 184 10 20 12 46 35 2 10 2 10 35 2
No of (inhouse) training 58 5 6 6 5 2 1 4 3 2 6 8
programmes
No of targeted attendees 2692 10 50 100 125 250 20 65 80 35 168 170
*n/a : not applicable Continued

KRA 1:
P1 To design, develop, P1.1 % of programme 15% Biannually Identify and implement more 2U2I
deliver and review that practice Programmes
curriculum for curriculum for
market-ready market-ready Identify and implement industrial based
graduates graduates teaching and learning Courses
Identify and implement more SULAM

courses/ activities
Create more online courses
Optimise education for sustainable

development / environmental
sustainability outreach programmes
Intensify promotion for national mobility

programmes
Obtain Local Professional Micro

Credentials
Creating Local Multiple Recognition

Academic Programmes
Creating International Recognition

Academic Programmes
Offering Degrees with Multiple Awarder
Increase the number of courses for

student mobility
P1.2 % of academics 25% Biannually Conduct training on design and

who are ready implement market-ready curriculum
to deliver
transformed Conduct training on teaching and
curriculum learning delivery and assessment
KRA 1

PERFORMANCE
PI TARGET 2021
PKPKA
INDICATORS (PI)
PKPP
IPMB
PPST
IBTP
PEP
IPB
No of programmes 10 n/a n/a n/a n/a n/a n/a n/a
No. of Courses 97 n/a n/a n/a n/a n/a n/a n/a
No of courses/activities 49 n/a n/a n/a n/a n/a n/a n/a
% of Blended Learning (BL) 80 n/a n/a 100% 100% n/a n/a n/a
Courses
No of OER 241 n/a n/a 12 25 n/a n/a n/a

No of MOOC courses 30 n/a n/a 2 2 n/a n/a n/a
No of ODL programmes 3 0 n/a n/a 0 0 0 0
No of courses 355 n/a n/a 2 4 n/a n/a n/a
No of national outbound 422 n/a n/a n/a n/a n/a n/a n/a
mobility students
No.of local Professional Micro 4 n/a n/a n/a n/a n/a n/a n/a
Credentials
No. of Programmes with 7 n/a n/a n/a n/a n/a n/a n/a
Multiple Local Recognitions
International Recognition
Multiple Awarder
No of courses 184 n/a n/a n/a n/a n/a n/a n/a
No of (inhouse) training 58 n/a 6 1 1 0 0 2

programmes
No of targeted attendees 2692 n/a 1500 15 40 10 12 42
*n/a : not applicable

KRA 1:
S1 To produce S1.1 % of graduates 80% Annually Conduct career development and GE
holistic, innovative, employability for intervention programme
future-proof and that particular
globally competent year Organise career fairs / day
graduates (generic,sector-focused,industry-
focused)
Meet the industry session
Implementation of mandatory career

profiling
Tracking graduates
Student E-Portfolio
Conduct student entrepreneurship

development programmes
Career advisory, coaching and

counselling (voluntary)
Alumni tracking for visibility
S1.2 Student’s 5% of UG Binually Organise activities at residential college,

Achievement in CGPA more faculty and university level
academic and than 3.67
extra curricular Organise activities at state, national and
activities international level
Student involvement in activities at

residential college, faculty and university
level
Student involvement in activities at state,

national and international level
Student achievement in activities at

state, national and international level
(based on award and recognition)
KRA 1

PERFORMANCE
PI TARGET 2021
INDICATORS (PI)
FSMP
FSSA
FPSK
FSSK
FPEP
FKAL
PPIB
MPP
FPP
FPL
FKJ
FKI
Number of programmes 85 2 2 6 4 5 2 6 2 2 3 n/a n/a
Number of industry 75 2 2 31 10 5 2 4 2 2 5 n/a n/a
percentages of newly enrolled 75 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
student
percentages of graduates per 95 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
cohort
percentages of newly enrolled 100 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% n/a n/a
student
Number of student (voluntary 1000 30 30 30 30 30 30 30 30 30 30 n/a n/a

basis)
Number of successful alumni 40 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
tracked (jejak alumni/alumni
success stories)
Number of activities 900 35 35 35 35 35 35 35 35 35 35 35 0
Number of activities 27 1 1 1 1 1 1 1 1 1 1 n/a n/a
% of students 70 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% n/a 70%
% of students 10 5% 10% 10% 10% 10% 5% 10% 10% 5% 10% n/a 10%
Number of awards and 18 1 1 1 1 1 1 1 1 1 1 n/a n/a

recognitions

KRA 1:
focused)

profiling
Tracking graduates
Student E-Portfolio




level


KRA 1

PERFORMANCE
PI TARGET 2021
PEPem
BORIIS
PKPKA
INDICATORS (PI)
UMS-
PKPP
IPMB
PPST
JHEP
IBTP
IBTP
PKA
KAL
PS
Number of programmes 85 n/a n/a 51 n/a n/a n/a n/a n/a n/a n/a n/a n/a
Number of industry 75 n/a n/a 10 n/a n/a n/a n/a n/a n/a n/a n/a n/a
percentages of newly enrolled 75 n/a n/a 75% n/a n/a n/a n/a n/a n/a n/a n/a n/a
student
percentages of graduates per 95 n/a n/a 95% n/a n/a n/a n/a n/a n/a n/a n/a n/a
cohort
percentages of newly enrolled 100 n/a n/a 100% n/a n/a n/a n/a n/a n/a n/a n/a n/a
student
Number of student (voluntary 1000 n/a n/a 700 n/a n/a n/a n/a n/a n/a n/a n/a n/a
basis)
Number of successful alumni 40 n/a n/a 40 n/a n/a n/a n/a n/a n/a n/a n/a n/a
success stories)
Number of activities 900 260 0 0 10 0 0 0 0 0 0 0 0
Number of activities 27 10 n/a n/a 1 n/a 1 n/a 1 1 1 n/a 1
% of students 70 70% 70% 70% 25% 70% 70% 70% 70% 70% 70% 70% 70%
% of students 10 10% n/a n/a 1% n/a n/a n/a n/a n/a n/a n/a n/a
Number of awards and 18 5 n/a n/a 3 n/a n/a n/a n/a n/a n/a n/a n/a
recognitions

KRA 1:
focused)

profiling
Tracking graduates
Student E-Portfolio




level


KRA 1

PERFORMANCE
PI TARGET 2021
MAPEK
KKKAL
KKFPL
INDICATORS (PI)
KKTM
PNRF
KKKF
KKTF
KKE
Number of programmes 85 n/a n/a n/a n/a n/a n/a n/a n/a
Number of industry 75 n/a n/a n/a n/a n/a n/a n/a n/a
percentages of newly enrolled 75 n/a n/a n/a n/a n/a n/a n/a n/a
student
percentages of graduates per 95 n/a n/a n/a n/a n/a n/a n/a n/a
cohort
percentages of newly enrolled 100 n/a n/a n/a n/a n/a n/a n/a n/a
student
Number of student (voluntary 1000 n/a n/a n/a n/a n/a n/a n/a n/a
basis)
Number of successful alumni 40 n/a n/a n/a n/a n/a n/a n/a n/a
success stories)
Number of activities 900 35 35 35 35 35 35 35 0
Number of activities 27 n/a n/a n/a n/a n/a n/a n/a 1
% of students 70 70% 70% 70% 70% 70% 70% 70% 70%
% of students 10 n/a n/a n/a n/a n/a n/a n/a 10%
Number of awards and 18 n/a n/a n/a n/a n/a n/a n/a n/a
recognitions

KRA 2:
High Impact Research and Innovation
P2 To enhance high P2.1 Number of indexed Indexed (1600 Quarterly To increase numbers of external grants
impact research publication + 1600 +
programs 400), Books,
chapters in
books, policies
(100 + 500 + 8)
, Engagements
(150 + 150)
To improve number of indexed
publications
To increase the number of Local &

international Post Doc
To allocate matching grants for 3+1

collaboration
To establish (3+1) research engagements
To promote double tax deduction to

industry/ partners
To enhance research network
To improve research ecosystem

KRA 2

PERFORMANCE PI TARGET
INDICATORS (PI) 2021
FSMP
FSSA
FPSK
FSSK
FPEP
FKAL
PPIB
FPP
FPL
FKJ
FKI
No of engagements with 150 10 10 10 10 10 10 10 10 10 10 10
Industries/NGO/Community
grant awarded
No. of engagements with 150 10 10 10 10 10 10 10 10 10 10 10

International bodies/
institutions
No of indexed journal produced 1600 106 52 172 192 184 52 164 200 52 240 148
(Scopus/WOS)
No. of indexed journal 1600 106 52 172 192 184 52 164 200 52 240 148
produced (MyCite)
No of proceeding 400 30 30 30 30 30 30 30 30 30 30 30
No of books produced 100 5 10 3 7 5 14 12 7 9 11 3
No of chapters in books 500 27 52 14 34 24 69 59 34 43 57 16
No of policy produced 8 1 1 1 1 1 1 1 1 1 1 1
No of Local PD recruited 6 1 1 1 1 1 1 1 1 1 1 1
No. of International PD 4 1 1 1 1 1 1 1 1 1 1 1
recruited
No of matching grants awarded 5 1 1 1 1 1 1 1 1 1 1 1
No of research RA/MOU/MOA 5 1 1 1 1 1 1 1 1 1 1 1
obtained
No of industries/partners 100%
receive double tax deduction all funders/industries/pertners
No of local and international 15 1 1 1 1 1 1 1 1 1 1 1

conferences organized
No of lab audit conducted 2 1 each if applicable
% of trained/skilled lab 60% 50% from the total number of lab operators
operators
Continued
KRA 2:
P2 To enhance high P2.1 Number of indexed Indexed (1600 Quarterly To increase numbers of external grants
impact research publication + 1600 +
programs 400), Books,
chapters in
books, policies
(100 + 500 + 8)
, Engagements
(150 + 150)
To improve number of indexed
publications
To increase the number of Local &

international Post Doc
To allocate matching grants for 3+1

collaboration
To establish (3+1) research engagements
To promote double tax deduction to

industry/ partners
To enhance research network
To improve research ecosystem

KRA 2

PERFORMANCE
PI TARGET 2021
BORiS
INDICATORS (PI)
IPMB
PPST
IBTP
IPB
No of engagements with 150 10 10 10 10 10
Industries/NGO/Community
grant awarded
No. of engagements with 150 10 10 10 10 10

International bodies/
institutions
No of indexed journal 1600 42 12 52 52 42

produced (Scopus/WOS)
No. of indexed journal 1600 42 12 52 52 42

produced (MyCite)
No of proceeding 400 30 30 30 30 30
No of books produced 100 2 3 3 3 3
No of chapters in books 500 12 16 13 16 14
No of policy produced 8 1 1 1 1 1
No of Local PD recruited 6 1 1 1 1 1
No. of International PD 4 1 1 1 1 1
recruited
No of matching grants awrded 5 1 1 1 1 1
No of research RA/MOU/MOA 5 1 1 1 1 1
obtained
No of industries/partners 100%
receive double tax deduction all funders/industries/pertners
No of local and international 15 1 1 1 1 1

conferences organized
No of lab audit conducted 2 1 each if applicable
% of trained/skilled lab 60% 50% from the total number of lab

operators operators
KRA 2:
S3 To enhance S3.2 Number of 3 Quarterly To establish number of Intellectual
demand-driven commercialized Property
innovation and products
increase market-
product and
services
To improve engagements with society:

govt, NGO, Industry and community
To conduct business pitching and

business matching
To obtain products recognition through

research exhibition
To initiate and deliver Social innovation

1 per FPI = 15
KRA 2

PERFORMANCE
PI TARGET 2021
INDICATORS (PI)
FSMP
FSSA
FPSK
FSSK
FPEP
FKAL
PPIB
FPP
FPL
FKJ
FKI
No of paten filing obtained 16 1 1 1 1 1 1 1 1 1 1 1
No of products, license and 2 1 1 1 1 1 1 1 1 1 1 1

sold out produced
No of meetings/workshops 50 4 4 4 4 4 4 4 4 4 4 4
4 4 4 4 4 4 4 4 4 4 4
No of meetings / workshops 20 2 2 2 2 2 2 2 2 2 2 2
No of pitching for business 10 1 1 1 1 1 1 1 1 1 1 1

trainings and webinars/
sessions
Number of gold medals won 50 4 4 4 4 4 4 4 4 4 4 4
No of new innitiatives 15 4 4 4 4 4 4 4 4 4 4 4
KRA 2:
S3 To enhance S3.2 Number of 3 Quarterly To establish number of Intellectual
demand-driven commercialized Property
innovation and products
increase market-
product and
services
To improve engagements with society:

govt, NGO, Industry and community
To conduct business pitching and

business matching
To obtain products recognition through

research exhibition
To initiate and deliver Social innovation

1 per FPI = 15
KRA 2

PERFORMANCE
PI TARGET 2021
BORiS
INDICATORS (PI)
IPMB
PPST
IBTP
IPB
No of paten filing obtained 16 1 1 1 1 1
No of products, license and 2 1 1 1 1 1

sold out produced
No of meetings/workshops 50 4 4 4 4 4
4 4 4 4 4
No of meetings / workshops 20 2 2 2 2 2
No of pitching for business 10 1 1 1 1 1

trainings and webinars/
sessions
Number of gold medals won 50 4 4 4 4 4
No of new innitiatives 15 4 4 4 4 4
KRA 3:
Global Prominence
S4 Increase visibility S4.1 UMS position in 801-1000 Annually 1. Improving UMS position in QS World
globally through world university University Ranking by assigning
recognition ranking faculties/institutes/
and reputation centres to achieve respective ranking
endeavours. levels based on:
-academic reputation
-employer reputation
-faculty/student ratio
-citations per faculty
-international faculty ratio
-international student ratio
S4.2 Index performance 100 Annually 1. Building UMS brand awareness

of ums branding (WEIGHT=0.30)
program,
marketing and
international
collaboration
2. Creating international research

projects and industry engagement
(WEIGHT=0.30)
Annually 3. Developing and expanding

international target market
(WEIGHT=0.40)
KRA 3

PERFORMANCE
PI TARGET 2021
INDICATORS (PI)
FSMP
FSSA
FSSK
FPEP
FKAL
FPP
FKJ
FKI
No. of new profesional 400 40 40 40 40 40 40 40 40
contact submitted
No. of new employer contacts 400 40 40 40 40 40 40 40 40

submitted
No. of roadshow to the faculty 13 1 1 1 1 1 1 1 1

/ institute
No. of promotional articles on 2400 5 5 5 5 5 5 5 5

UMS successful stories and
activities in UMS media
No. of international and 175 13 13 13 13 13 13 13 13

national media coverage
% of increment in social 15% n/a n/a n/a n/a n/a n/a n/a n/a
media performance
No. of new MoU/MoA/LOI with 2 n/a n/a n/a n/a n/a n/a 1 n/a
International university &
industry
No. of new international 1 1 for all (targeted region is Asia : West Asia/South Asia/North Asia/Central Asia)
markets identified (Asia
Region)
No. of enrolment international 1200 3-15 3-15 3-15 3-15 3-15 3-15 3-15 3-15
students (UG & PG) students/ students/ students/ students/ students/ students/ students/ students/
program program program program program program program program
No. of international outbound 100 10 10 10 10 10 10 10 10

students (program duration
for 1 semester)

less than 1 semester)
No.of international inbound 300 25 25 25 25 25 25 25 25

mobility students (program
duration for 1 semester)
No.of international inbound 13 1 1 1 1 1 1 1 1

duration less than 1 semester)

staff mobility
KRA 3:
Global Prominence

program,
marketing and
international
collaboration

(WEIGHT=0.30)

(WEIGHT=0.40)
KRA 3

PERFORMANCE
PI TARGET 2021
INDICATORS (PI)
IPMB
CSSE
FPSK
PPIB
CICE
IBTP
FPL
IPB
No. of new profesional 400 40 40 40 40 40 40 n/a n/a
contact submitted
No. of new employer contacts 400 40 40 40 40 40 40 n/a n/a

submitted
No. of roadshow to the faculty 13 1 1 1 1 1 1 n/a n/a

/ institute
No. of promotional articles on 2400 5 5 5 5 5 5 n/a n/a

No. of international and 175 13 13 13 13 13 13 n/a n/a

% of increment in social 15% n/a n/a n/a n/a n/a n/a n/a n/a
media performance
No. of new MoU/MoA/LOI with 2 n/a n/a n/a n/a 1 n/a n/a n/a
industry
No. of new international 1 n/a

markets identified (Asia 1 for all (targeted region is Asia : West Asia/South Asia/North
Region) Asia/Central Asia)
No. of enrolment international 1200 3-15 3-15 3-15 3-15 3-15 3-15 n/a n/a
students (UG & PG) students/ students/ students/ students/ students/ students/
program program program program program program
No. of international outbound 100 10 10 n/a n/a n/a n/a n/a n/a
for 1 semester)
No. of international outbound 20 2 2 n/a n/a n/a n/a n/a n/a

No.of international inbound 300 25 25 25 25 25 25 n/a n/a

No.of international inbound 13 1 1 1 1 1 n/a n/a n/a

No. of international outbound 2 1 1 1 1 1 1 n/a n/a

staff mobility
KRA 3:
Global Prominence

program,
marketing and
international
collaboration

(WEIGHT=0.30)

(WEIGHT=0.40)
KRA 3

PERFORMANCE
LIBRARY
PI TARGET 2021
ALUMNI
PPDM
INDICATORS (PI)
PPPI
HR
No. of new profesional 400 n/a n/a n/a n/a n/a
contact submitted
No. of new employer contacts 400 n/a n/a n/a n/a n/a
submitted
No. of roadshow to the faculty 13 n/a n/a n/a n/a n/a

/ institute
No. of promotional articles on 2400 n/a n/a n/a n/a n/a

No. of international and 175 n/a n/a n/a n/a n/a

% of increment in social 15% n/a n/a n/a n/a n/a

media performance
No. of new MoU/MoA/LOI with 2 n/a n/a n/a n/a n/a

industry
No. of new international 1 n/a n/a n/a n/a n/a

markets identified (Asia
Region)
No. of enrolment international 1200 n/a n/a n/a n/a n/a

students (UG & PG)
No. of international outbound 100 n/a n/a n/a n/a n/a

for 1 semester)

No.of international inbound 300 n/a n/a n/a n/a n/a

No.of international inbound 13 n/a n/a n/a n/a n/a


staff mobility
KRA 4:
Empowerment Of Governance, Human Resources
And Delivery System
L1 To Enhance L1.1 Percentage of 90% Quarterly 1. To ensure the implementation of
Human Resources staff achieving 3.5 competency-based courses/ training
Management and competency level for all staff are adhered to according to
Developement (75%) in KSA planned calendar.
based on UMS core
values 2. To increase the numbers of future
leaders undergoing high-impact
trainings.
3. To increase the number of academic

staff with PhD employed by UMS.

staff.
L1.2 Percentage 80% Annually 1. To improve the assessment method

of eLNPT for administrative staff to be more
achievement more objective, fair and transparent.
than 80%
S2 To enculturate the S2.2 Percentage of 80% Bi-annually 1. To enhance a sense of belonging and
sense of belonging Happiness Index well-being.
and well being
among staff
Memupuk rasa
kekitaan dan
kesejahteraan
di kalangan
kakitangan
2. To decrease crime rate in campus.
3. To enhance Occupational Safety &

Health Management (OSH) at work
place
P3 To enhance good P3.1 Rating on 72% Annually 1. To ensure internal governance

governance governance to documents remain relevant.
initiatives using achieve 4 stars
integrated and above
technologies
KRA 4

UMS-KAL
PERPUS-
BKUMS
TAKAAN
JHEP
BSM
BPQ
BPG
BEN
BPA
JPP
FKJ
Percentage of courses/ 90% n/a 90% n/a n/a n/a n/a n/a n/a n/a n/a n/a
training implemented
according to calendar.
Number of Potential leaders. 239 n/a 2 1 1 1 3 3 1 1 2 10
Percentage of academic staff 63% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 75%
with PhD.
1. Ratio of academic staff to 1:1.5 n/a 1:1.5 n/a n/a n/a n/a n/a n/a n/a n/a n/a
administrative staff.
2. Ratio of academic staff to 1:16 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 1:15
student.
1. To organise LNPT review 2 n/a 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a
workshops.
To organise townhalls and 4 n/a 4 n/a n/a n/a n/a n/a n/a n/a n/a n/a
roadshows;
KK-2 UMSKAL-1 FPL-1.
1. Average sick leave taken by 2 2 2 2 2 2 2 2

staff annually. days per staff
2. Rate of staff dissatis-faction 100% 0 0 0 0 0 0 0 0 0 0 0

to remain at zero.
3. The number of engagement 340 Program 10 10 10 10 10 10 10

programmes between staff
and management
4. Number of health-care 1 per JFPIB 1 1 1 1 1 1 1 1 1 1 1

awareness programmes
organised.
Number of crimes reported Less than 20 n/a n/a n/a Less than n/a n/a n/a n/a n/a n/a n/a
crimes a year 20 crimes a
year
Percentage of active JKKP- 100% 4 4 4 4 4 4 4 4 4 4 4

JFPIB (JKKP meetings every 3
months)
1. To review number of existing 39 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
policies and guidelines.
2020: 38 (70% from 38)
2021: 39 (+30%)

KRA 4:
And Delivery System
Developement based (75%) in KSA planned calendar.
on UMS core values
2. To increase the numbers of future
trainings.


staff.

than 80%
and well being
among staff
Memupuk rasa
kekitaan dan
kesejahteraan di
kalangan kakitangan

place

technologies
KRA 4

HUMS
FSMP
FSSA
FPSK
FSSK
FPEP
FKAL
IBTP
FPP
FPL
IPB
FKI
Percentage of courses/ 90% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Number of Potential leaders. 239 19 17 13 16 8 16 9 9 10 4 4 4
Percentage of academic staff 63% 66% 65% 75% 63% 77% 21% 66% 47% 64% n/a 73% 95%
with PhD.
1. Ratio of academic staff to 1:1.5 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
2. Ratio of academic staff to 1:16 1:20 1:25 1:25 1:25 1:20 1:4 1:20 1:25 1:20 n/a 1:20 1:20
student. (HM00)
1:20
(DM00)
1. To organise LNPT review 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
workshops.
To organise townhalls and 4 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
roadshows;
1. Average sick leave taken by 2 2 2 2 2 2 2 2 2 2 2 2 2

2. Rate of staff dissatis-faction 100% 0 0 0 0 0 0 0 0 0 0 0 0

to remain at zero.
3. The number of engagement 340 Program 10 10 10 10 10 10 10 10 10 10 10 10

and management
4. Number of health-care 1 per JFPIB 1 1 1 1 1 1 1 1 1 1 1 1

organised.
Number of crimes reported Less than 20 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
crimes a year
Percentage of active JKKP- 100% 4 4 4 4 4 4 4 4 4 4 4 4

months)
1. To review number of existing 39 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
2020: 38 (70% from 38)
2021: 39 (+30%)

KRA 4:
And Delivery System
on UMS core values
trainings.


staff.

than 80%
and well being
among staff
Memupuk rasa
kekitaan dan
kesejahteraan di
kalangan kakitangan

place

technologies
KRA 4

PENER-
BORIIS
PPSKK
PASCA
PIUMS
PKPP
IPMB
PPIB
PIPS
PML
PKA
PEP
BIT
Percentage of academic staff 63% 96% 100% n/a 65% n/a n/a n/a n/a n/a n/a n/a n/a
with PhD.
1. Ratio of academic staff to 1:1.5 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
2. Ratio of academic staff to 1:16 1:20 n/a n/a 1:30 n/a n/a n/a n/a n/a n/a n/a n/a
student. (GB)
1:150
(GW)
1. To organise LNPT review 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
workshops.
To organise townhalls and 4 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
roadshows;
1. Average sick leave taken by 2 2 2 2 2 2 2 2 2 2 2 2 2

2. Rate of staff dissatis-faction 100% 0 0 0 0 0 0 0 0 0 0 0 0

to remain at zero.
3. The number of engagement 340 Program 10 5 5 10 10 5 5 10 5 5 5 5

and management
4. Number of health-care 1 per JFPIB 1 1 1 1 1 1 1 1 1 1 1 1

organised.
Number of crimes reported Less than 20 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
crimes a year
Percentage of active JKKP- 100% 4 4 4 4 4 4 4 4 4 4 4 4

months)
2020: 38 (70% from 38)
2021: 39 (+30%)

KRA 4:
And Delivery System
on UMS core values
trainings.


staff.

than 80%
and well being
among staff
Memupuk rasa
kekitaan dan
kesejahteraan di
kalangan kakitangan

place

technologies
KRA 4

CAMPUS
PLUMS
SUKAN
PKPKA
PPDM
PKLM
PPPG
PKKP
CIEW
PPST
PPPI
PKLI
ECO-
Percentage of academic staff 63% n/a n/a n/a n/a n/a 30% n/a n/a n/a n/a n/a n/a
with PhD.
1. Ratio of academic staff to 1:1.5

administrative staff. n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
2. Ratio of academic staff to 1:16

student. n/a n/a n/a N/A N/A n/a n/a n/a n/a n/a n/a n/a
1. To organise LNPT review 2

workshops. n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
To organise townhalls and 4

roadshows; n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
1. Average sick leave taken by 2

staff annually. days per staff 2 2 2 2 2 2 2 2 2 2 2 2
2. Rate of staff dissatis-faction 100%

to remain at zero. 0 0 0 0 0 0 0 0 0 0 0 0
3. The number of engagement 340 Program

programmes between staff 5 5 5 5 5 5 10 5 5 5 5 5
and management
4. Number of health-care 1 per JFPIB

awareness programmes 1 1 1 1 1 1 1 1 1 1 1 1
organised.
Number of crimes reported Less than 20

crimes a year n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Percentage of active JKKP- 100%

months) 4 4 4 4 4 4 4 4 4 4 4 4
2020: 38 (70% from 38)
2021: 39 (+30%)

KRA 4:
And Delivery System
on UMS core values
trainings.


staff.

than 80%
and well being
among staff
Memupuk rasa
kekitaan dan
kesejahteraan di
kalangan kakitangan

place

technologies
KRA 4

PERFORMANCE PI TARGET CANSE-
KKAKF
KKTAR
KKFPL
AUDIT
KKTM
PPUU
PNRF
KKTF
JTMK
KK1B
LORI
Percentage of courses/ 90% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Number of Potential leaders. 239 4 1 1 2 1 1 2 1 1 1 1
Percentage of academic staff 63% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
with PhD.
1. Ratio of academic staff to 1:1.5 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
2. Ratio of academic staff to 1:16 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
student.
1. To organise LNPT review 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
workshops.
To organise townhalls and 4 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
roadshows;
1. Average sick leave taken by 2 2 2 2 2 2 2 2 2 2 2 2

2. Rate of staff dissatis-faction 100% 0 0 0 0 0 0 0 0 0 0 0

to remain at zero.
3. The number of engagement 340 Program 5 5 5 10 5 PNRF PNRF PNRF PNRF PNRF PNRF
and management
4. Number of health-care 1 per JFPIB 1 1 1 1 1 1 1 1 1 1 1

organised.
Number of crimes reported Less than 20 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
crimes a year
Percentage of active JKKP- 100%

JFPIB (JKKP meetings every 3 4 4 4 4 4 4 4 4 4 4 4
months)
1. To review number of existing 39 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
2020: 38 (70% from 38)
2021: 39 (+30%)

KRA 4:
And Delivery System
2. To digitise the University’s

governance system.
3. To strengthen resource management

through the implementation of
MyPortfolio.
4. To cultivate good governance.
1. To improve the culture of Quality

P4 To improve P4.1 Percentage 80% Bi-annually Management implementation in UMS.
quality and of customer
delivery system satisfaction on 2. To strenghten the implementation of
by continuous service delivery effective risk management
innovation system
3. To improve the efficiency in delivery
system
4. To improve the quality on delivery

system through the implementation of
continuous innovation
KRA 4

UMS-KAL
PERPUS-
BKUMS
TAKAAN
JHEP
BSM
BPQ
BPG
BEN
BPA
JPP
FKJ
2. To publish: 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Governance for Board of
Directors Governance for
Executive Committees
Reference book on
Interpretation and Meaning
2020:1, 2021:2 [+1].
Percentage of IICS 90% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
development: Governance
Human Resource
Administration
Percentage of administrative 100% 27 51 6 201 26 118 96 39 120 133 54

staff having MyPortfolio
1. Percentage of JFPIB 72% 90% 80% 90% 80% 90% 70% 90% 80% 90% 90% 90%
obtaining 4 stars and above
2. UMS Integrity Value Score. 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Level: good
3. Numbers of JFPIB obtaining 40 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
an Accountability Index rating
of 4 stars and above.
Percentage of Effectiveness 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85%
on QMS Activities
Number of Risk Register Twice a year 2 2 2 2 2 2 2 2 2 2 2

assessment activities.
1. Percentage of customer 80% 72% 100% 99% 94% 97% 89% 100% 69% 100% 89% 95%
satisfaction towards service
delivery system
2. Number of respondents 377 346 226 108 377 370 234 370 291 66 310 297
who filled up the customer
survey forms.
Number of innovations used 5 1 1 1 1 1 1 1 1 1 1 1

in UMS

KRA 4:
And Delivery System

governance system.

MyPortfolio.
P4 To improve quality P4.1 Percentage 80% Bi-annually 1. To improve the culture of Quality
and delivery system of customer Management implementation in UMS.
by continuous satisfaction on
innovation service delivery 2. To strenghten the implementation of
system effective risk management

system

KRA 4

HUMS
FSMP
FSSA
FPSK
FSSK
FPEP
FKAL
IBTP
FPP
FPL
IPB
FKI
2. To publish: 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Reference book on
2020:1, 2021:2 [+1].
Percentage of IICS 90% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Human Resource
Administration
Percentage of administrative 100% 65 24 22 19 29 78 71 10 19 118 32 26

1. Percentage of JFPIB 72% 80% 80% 70% 80% 90% 90% 80% 70% 90% 70% 70% 80%
2. UMS Integrity Value Score. 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Level: good
3. Numbers of JFPIB obtaining 40 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Percentage of Effectiveness 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85%
on QMS Activities
Number of Risk Register Twice a year 2 2 2 2 2 2 2 2 2 2 2 2

1. Percentage of customer 80% 95% 100% 89% 100% 96% 92% 100% 100% 100% 100% 100% 89%
delivery system
2. Number of respondents 377 327 335 343 338 260 254 103 297 201 378 92 73
survey forms.
Number of innovations used 5 1 1 1 1 1 1 1 1 1 1 1 1

in UMS

KRA 4:
And Delivery System

governance system.

MyPortfolio.

system

KRA 4

PENER-
BORIIS
PPSKK
PASCA
PIUMS
PKPP
IPMB
PPIB
PIPS
PML
PKA
PEP
BIT
Reference book on
2020:1, 2021:2 [+1].
Human Resource
Administration

Level: good
on QMS Activities

delivery system
survey forms.

in UMS

KRA 4:
And Delivery System

governance system.

MyPortfolio.

system

KRA 4

CAMPUS
PLUMS
SUKAN
PKPKA
PPDM
PKLM
PPPG
PKKP
CIEW
PPST
PPPI
PKLI
ECO-
Reference book on
2020:1, 2021:2 [+1].
Human Resource
Administration

Level: good
on QMS Activities

delivery system

survey forms.

in UMS

KRA 4:
And Delivery System

governance system.

MyPortfolio.

system

KRA 4

PERFORMANCE PI TARGET CANSE-
KKAKF
KKTAR
KKFPL
AUDIT
KKTM
PPUU
PNRF
KKTF
JTMK
KK1B
LORI
2. To publish: 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Reference book on
2020:1, 2021:2 [+1].
Percentage of IICS 90% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Human Resource
Administration
Percentage of administrative 100% 28 13 12 69 13 3 3 3 2 3 4

1. Percentage of JFPIB 72% 80% 70% 70% 70% 70% n/a n/a n/a n/a n/a n/a
2. UMS Integrity Value Score. 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Level: good
3. Numbers of JFPIB obtaining 40 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Percentage of Effectiveness 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85%
on QMS Activities
Number of Risk Register Twice a year 2 2 2 2 2 akan diselaraskan dengan PNRF

1. Percentage of customer 80% 89% 89% 100% 100% 93% akan diselaraskan dengan PNRF
delivery system
2. Number of respondents 377 36 46 60 375 376 akan diselaraskan dengan PNRF

survey forms.
Number of innovations used 5 1 1 1 1 1 1 1 1 1 1 1

in UMS

KRA 5:
Financial Sustainability
F1 To increse income F1.1 The amount of income 95,932,954 Quarterly To increase the tuition fees collected
generation generation for financial from international students
for financial sustainability
sustainability To increase income generated from
investment activities
To increase income generated from

endowment

waqaf
To increase the collection of Zakat
To increase the number of academic

chairs
To increase the income generated from

JFPIB

EcoCampus Activities
To increase income from

commercialization of research products.
To increase External Research Grant
To increase income generated from asset

monetization activites.
To increase income from alumni

activites.
To increase income from training and

seminar offered by Registrar Office (BSM)
To increase income from HUMS for

services and medication
To increase the tuition fees collected

from fish hatchery

from prawn hatchery

from Boat Workshop

from Galeri Tan Sri Azman Hashim
F2 To optimise the use F2.1 Amount of reduction in 9,500,000 Quarterly To reduce Operating Expenses in all
of resources operating expenses JFPIB activities
KRA 5
DAFTAR
CANSE-
PENER-
DALAM
PKPKA
AUDIT-
PPSKK
PIUMS
LIBAT-
SAMA
PKKP
CIEW
PPPG
PEN-
LORI
BIT
PJI
Amount of tuition fees 53,261,954 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
amount of income generated 11,500,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of endowment 1,500,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of waqaf 700,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of zakat collected 300,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of income generated 2,000,000 1 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
of academic chairs
Amount of income generated 1,300,000

10,000.00
32,574.40
3,327.80
2,130.30
10,650.00
20,000.00
4,000.00
3,875.00
5,000.00
6,000.00
1,675.00
14,302.60
Amount of income generated 200,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
(Licensing and royalty)
Amount of External Research 20,000,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Grant obtained
Amount donation from alumni 300,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of income from 100,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
training and seminar
Amount of income generated 2,000,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
10% daripada jumlah 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
penjanaan F1
KRA 5:

endowment

waqaf

chairs

JFPIB




activites.



from fish hatchery

from prawn hatchery

from Boat Workshop

KRA 5
MAKMAL-
PERPUS-
BENDA-
KESELA-
TAKAAN
MATAN
PPDM
JTMK
HARI
PPPI
PIPS
PML
HEP
BPA
JPP
AIR
of academic chairs

171,975.95
71,000.00
5,000.00
22,052.60
15,398.70
17,621.00
10,872.50
20,228.40
11,016.80
6,066.60
1,083.00
2,000.00
Grant obtained
10% daripada jumlah 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
penjanaan F1
KRA 5:

endowment

waqaf

chairs

JFPIB




activites.



from fish hatchery

from prawn hatchery

from Boat Workshop

KRA 5
PERAKAU-
E-PEMBE-
UPPSIKS
LAJARAN
CAMPUS
FKSW
KKFM
PPUU
PKBA
FSSA
FPEP
ECO-
NAN
FPP
FKJ
of academic chairs

610.00
5,000.00
2,600.00
36,029.10
1,750.00
76,938.00
850.00
29,133.80
2,000.00
47,164.40
17,160.60
2,050.00
Grant obtained
10% daripada jumlah 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
penjanaan F1
KRA 5:

endowment

waqaf

chairs

JFPIB




activites.



from fish hatchery

from prawn hatchery

from Boat Workshop

KRA 5
(PELAJAR)
PASCA-
ERDEC
PASCA
FSMP
FPSK
PPST
FKAL
PKPP
PPIB
FPT
FPL
FKI
of academic chairs

29,935.50
25,000.00
66,700.00
16,120.20
13,274.00
35,172.00
6,000.00
36,441.60
64,267.10
33,000.00
28,034.20
2,000.00
Grant obtained
10% daripada jumlah 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
penjanaan F1
KRA 5:

endowment

waqaf

chairs

JFPIB




activites.



from fish hatchery

from prawn hatchery

from Boat Workshop

KRA 5
KERJAYA
GALERI-
UMSKAL
AZMAN
PUSAT-
PUSAT-
GMACT
SAINS
IKOAB
HUMS
PPPB
IPMB
IBTP
IPB
Amount of tuition fees 53,261,954 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
amount of income generated 11,500,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of endowment 1,500,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of waqaf 700,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of zakat collected 300,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of income generated 2,000,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
of academic chairs
3,100.50
19,205.10
21,247.20
22,845.40
1,500.00
1,500.00
7,500.00
2,500.00
73,958.30
250,000.00
900.00
Amount of income generated 200,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of External Research 20,000,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Grant obtained
Amount donation from alumni 300,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of income from 100,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Amount of income generated 2,000,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
2,500,00
Amount of income generated 2,500,000 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
10% daripada jumlah 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
penjanaan F1
KRA 6:
L2 To harmonise L2.1 UI GreenMetric World 50 annually To implement Sustainable Waste
campus activities University Ranking Management Policy
and developments score
to align with
the State’s To develop Landscape Policy
sustainability
initiatives
To maintain the campus’s green
environment
To promote energy efficient across
campus
To reduce UMS’ transportation

carbon footprint
to align all research applications to

highlight contribution towards SDG
L3 To establish an L3.1 User Satisfaction Index JTMK Quarterly To Develop of UMS Digital Lifestyle
intelligent and in Digital Lifestyle Policy
integrated campus Campus (USI)
to enhance/enrich
digital campus
lifestyle - iUMS
Definition
To provide
infrastructure
& connectivity
of devices; and
integrated system
& application;
to create new
experience &
services; to enrich
digital contents;
and to facilitate
operation efficiency
& effectively
KRA 6
DAFTAR
PASCA
FSMP
FSSA
FPSK
FSSK
FPEP
FKAL
PEN-
FPP
FKJ
FPL
FKI
No. of awareness program to 12 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Faculties and Institutes, Student
colleges
% of Landscape Policy 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Development
Total area on campus covered in 25% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
planted vegetation
The ratio of renewable energy 3% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
production divided by total energy
usage per year
the percentage of the total number 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
of vehicles (cars and motorcycles)
divided by total campus population
(work from home-productivity
based)
The ratio of sustainability research 50% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
funding to total research funding
internal research grant
% Development of UMS Digital 100% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Lifestyle Policy - DICT, JPICT and EA
No of ICT public awareness / 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
programme
No of ICT staf joining Proffesional 5 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Body
ISMS certified 1 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
% of Service level Aggrement (SLA) 99.70% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
internet (11Gbps) & intranet (1Gbps)
% of Unified Communication 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
System statisfaction
No of UMSCert incident reduce less than 7 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
No of ICT Security breach 0 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
% of Service level at Data Center 99.7% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Infrastructure
No of ICT backup drill conducted 1 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
% of software lessen being renewal 100% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
and useable
% of pc under maintenance (within 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
schedule) and all endpoint ICT
asset are less then 5 years
% of software running fully using 30% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
VDI platform
KRA 6:
L2 To harmonise L2.1 UI GreenMetric World 50 annually To implement Sustainable Waste
campus activities University Ranking Management Policy
and developments score
to align with
the State’s To develop Landscape Policy
sustainability
initiatives
To maintain the campus’s green
environment
To promote energy efficient across
campus
To reduce UMS’ transportation

carbon footprint
to align all research applications to

highlight contribution towards SDG
L3 To establish an L3.1 User Satisfaction Index JTMK Quarterly To Develop of UMS Digital Lifestyle
intelligent and in Digital Lifestyle Policy
integrated campus Campus (USI)
to enhance/enrich
digital campus
lifestyle - iUMS
Definition
To provide
infrastructure
& connectivity
of devices; and
integrated system
& application;
to create new
experience &
services; to enrich
digital contents;
and to facilitate
operation efficiency
& effectively
KRA 6
BORIIS
ERDEC
NDRC
BTRC
IPMB
PPIB
IBTP
SIRC
PPPI
IPB
No. of awareness program to 12 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Faculties and Institutes, Student
colleges
% of Landscape Policy 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Development
Total area on campus covered in 25% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
planted vegetation
The ratio of renewable energy 3% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
production divided by total energy
usage per year
the percentage of the total number 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
of vehicles (cars and motorcycles)
divided by total campus population
(work from home-productivity
based)
The ratio of sustainability research 50% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
funding to total research funding
internal research grant
% Development of UMS Digital 100% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Lifestyle Policy - DICT, JPICT and EA
No of ICT public awareness / 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
programme
No of ICT staf joining Proffesional 5 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Body
ISMS certified 1 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
% of Service level Aggrement (SLA) 99.70% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
internet (11Gbps) & intranet (1Gbps)
% of Unified Communication 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
System statisfaction
No of UMSCert incident reduce less than 7 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
No of ICT Security breach 0 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
% of Service level at Data Center 99.7% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Infrastructure
No of ICT backup drill conducted 1 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
% of software lessen being renewal 100% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
and useable
% of pc under maintenance (within 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
schedule) and all endpoint ICT
asset are less then 5 years
% of software running fully using 30% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
VDI platform
KRA 6:
L3.2 JFPIB Satifaction Index 80% Quarterly To develop Intelligent&Integrated

in Digital Services Campus System (iiCS)
To Increase UMS Institutional

Repository Internal Digital content
KRA 6
DAFTAR
PASCA
FSMP
FSSA
FPSK
FSSK
FPEP
FKAL
PEN-
FPP
FKJ
FPL
FKI
% of Electronic Low Voltage (ELV) 10% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
equipment are using intellegent
tech
% of campus security surveilliance 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
through intelligent CCTV
% of system to be integrated (40 to4 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
initiative) through API (Application
Programming Interface)
% IICS - Accounting and Finance 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
System [36 modules]
%IICS- Academic and Students 90% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Affair [74 modules]
% IICS-HR and Admin services [71 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
modules]
%IICS-Research and resource 60% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
management solution [48 modules]
No. of IICS training conducted 8 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
No of research innovation (IR4.0 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
and IoT related) to be incorporated
% consolidate and centralize 40 100% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
system databases
No. of department (JFPIB) adopting 10 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
intelligent chatBOT (KUKURO)
% of users for SMARTv3UMS version 4 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
supporting Blended Learning (supporting
80%)
% of Transaction using Cashless 95% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Payment
% of Dashboard developed for 85% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
University Management Meeting
Number of Library Digital Content 2,500 200 150 150 150 150 150 150 150 150 150 150 150
(T&L, Research Data, innovation,
Publication, Specimen)
uptime OER platform 99.70% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

KRA 6:
L3.2 JFPIB Satifaction Index 80% Quarterly To develop Intelligent&Integrated

in Digital Services Campus System (iiCS)
To Increase UMS Institutional

Repository Internal Digital content
KRA 6
BORIIS
ERDEC
NDRC
BTRC
IPMB
PPIB
IBTP
SIRC
PPPI
IPB
% of Electronic Low Voltage (ELV) 10% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
equipment are using intellegent
tech
% of campus security surveilliance 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
through intelligent CCTV
% of system to be integrated (40 to4 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
initiative) through API (Application
Programming Interface)
% IICS - Accounting and Finance 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
System [36 modules]
%IICS- Academic and Students 90% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Affair [74 modules]
% IICS-HR and Admin services [71 80% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
modules]
%IICS-Research and resource 60% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
management solution [48 modules]
No. of IICS training conducted 8 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
No of research innovation (IR4.0 2 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
and IoT related) to be incorporated
% consolidate and centralize 40 100% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
system databases
No. of department (JFPIB) adopting 10 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
intelligent chatBOT (KUKURO)
% of users for SMARTv3UMS version 4 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
supporting Blended Learning (supporting
80%)
% of Transaction using Cashless 95% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Payment
% of Dashboard developed for 85% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
University Management Meeting
Number of Library Digital Content 2,500 1,000 50 50 50 50 50 100 100 100 100
(T&L, Research Data, innovation,
Publication, Specimen)
uptime OER platform 99.70% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Strategic Buku PS Ums 2021

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2018 2022

UMS Strategic Plan 2018-2022

Info Graphic Editor

Strategic Plan Universiti Malaysia Sabah 2018-2022:

Universiti Malaysia Sabah, Jalan UMS, Kota Kinabalu, Sabah

Copyright © 2021 Editors:

All rights reserved. No portion of this book may be reproduced

We have experienced tremendous and drastic changes in the industries, job

UMS vision and mission sit within the structure that

We must realise that the UMS Strategic

PROF. DATUK CHM. TS. DR. TAUFIQ YAP

UMS Balanced Scorecard

STRATEGY MAP 2018-2022

STRATEGIC PLAN 2018-2022

Summary of BSC 2021

KRA 2 HIGH IMPACT RESEARCH AND 2 2

KRA 3 GLOBAL PROMINENCE 1 2

KRA 4 EMPOWERMENT OF GOVERNENCE, 4 5

KRA 6 SUSTAINABLE CAMPUS 2 3

STRATEGIC PERFORMANCE LEADER SECRETARIAT

DEPUTY VICE CHANCELLOR MOHD JAMAL ATONG (JHEP)

13 23 DEPUTY VICE CHANCELLOR MOLLY DONNA AWANG SHAM

4 14 DIRECTOR, CENTRE OF JUNAINAH ISMAIL (PPPG)

16 24 REGISTRAR MOHD SAFFUAN YAKUB (BPG)

19 19 BURSAR MOHD NAZIR AB MANAN (BN)

8 35 CHIEF LIBRARIAN HETTY HAZWANI DZULKIPLI

Identify and implement more SULAM

Create more online courses

Optimise education for sustainable

Intensify promotion for national mobility

Obtain Local Professional Micro

Creating Local Multiple Recognition

Creating International Recognition

Offering Degrees with Multiple Awarder

Increase the number of courses for

P1.2 % of academics 25% Biannually Conduct training on design and

CASCADING TARGET BY JFPIB

No of national outbound 422 10 40 12 74 100 3 100 10 3 70 n/a

No. of Programmes with 7 1 0 0 1 2 1 1 0 0 1 n/a

No. of Programmes with 8 1 1 0 1 1 0 1 1 1 1 n/a

No. of Programmes with 3 0 1 0 1 0 0 0 0 0 1 n/a

No of targeted attendees 2692 10 50 100 125 250 20 65 80 35 168 170

*n/a : not applicable Continued

Identify and implement more SULAM

Create more online courses

Optimise education for sustainable

Intensify promotion for national mobility

Obtain Local Professional Micro

Creating Local Multiple Recognition

Creating International Recognition

Offering Degrees with Multiple Awarder

Increase the number of courses for

P1.2 % of academics 25% Biannually Conduct training on design and

CASCADING TARGET BY JFPIB

No. of Courses 97 n/a n/a n/a n/a n/a n/a n/a

No of courses/activities 49 n/a n/a n/a n/a n/a n/a n/a

No of OER 241 n/a n/a 12 25 n/a n/a n/a

No of courses 184 n/a n/a n/a n/a n/a n/a n/a

No of (inhouse) training 58 n/a 6 1 1 0 0 2

No of targeted attendees 2692 n/a 1500 15 40 10 12 42

*n/a : not applicable

Meet the industry session

Implementation of mandatory career