OUR PATH TO EXCELLENCE : UNISEL STRATEGIC PLAN 2013-2018

1. SHAPING SOCIETY OUR PATH TO EXCELLENCE : UNISEL STRATEGIC PLAN 2013-2018

2. Table of Contents • 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 Strategic Plan 2013-2018

3. 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

4. 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. Strategic Plan 2013-2018

5. UNISEL was founded on the principle that educational opportunity is not the privilege of the wealthy. The University today remains committed to offering an affordable and high-quality education that provides paths to success for people from all economic backgrounds. At a time when the rising costs of higher education nationally have created financial burdens to many students and their families, UNISEL seeks to 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. 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. The new campus is a 1000 acre of fully equipped modern campus with the faculty building, hostel and other student facilities such as sport complex, student centers and strategically located central library and campus mosque. The student hostel can accommodate 5000 students in apartment units of 6 students each and these apartments are equipped with basic furniture and wifi facilities. Any visitor to the campus will be enthralled by the beauty of its landscape with a few lakes, stocked 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 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

6. 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. Strategic Plan 2013-2018

7. 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 organizational strengths : • Full-fledged campus • State government support • National and International collaborations and achievements • Autonomous decision making and governance • Strategic location of Shah Alam campus • Wide choices of academic programmes • Competent and experienced academic staff Our internal challenges: • Experienced academicians with PhD • IT system and networking • Financial situation • Marketing plans and strategies • Skill, knowledge and attitude of support staff • Delivery system • Organizational culture Strategic Plan 2013-2018

8. External and Internal Challenges Our opportunities: • Sprawling Bestari Jaya campus • Presence of industries in Selangor • Technology of Blended E-learning • Research fund from state government and other agencies • High demand from international students • Different streams of education (Tahfiz Schools, Vernacular Schools, etc.) • International Islamic network (Islamic Academy of Sciences (IAS)) Our external challenges: • Competitors competitiveness • Relationship with federal agencies • Employers perception of UNISEL graduates • Competition for practical training placement • Public awareness and image • Political environment • Over dependent on PTPTN Strategic Plan 2013-2018

9. 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 External and Internal Challenges Strategic Plan 2013-2018

10. External and Internal Challenges Strategic Plan 2013-2018

11. Vision and Mission Strategic Plan 2013-2018

12. 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. Strategic Plan 2013-2018

13. VISION AND MISSION KNOWLEDGE GENERATION AND WEALTH CREATION RESEARCH OUTPUT HIGHLY PREFFERED OUTSTANDING GRADUATES OPPORTUNITY FOR LIFELONG LEARNING OUTSTANDING CONTRIBUTION TO SOCIETY STAKEHOLDERS ACADEMIC EXCELLENCE Deliver excellent Student-centered Teaching and learning Excellent in community engagement Develop research Excellence in Strategic areas ACADEMIC EXCELLENCE Develop holistic Industry-relevant curriculum Create strong Strategic partners Employ innovative teaching/learning strategies Attract excellent diverse students body Provide exceptional student experience EFFECTIVE AND EFFICIENT ORGANIZATION Integrate ICT in all processes for effective and faster delivery Provide first-class Infratructure and facilities Develop and manage l organizational performance and core competencies Develop effective media and communication system EXCELLENT STAFF FINANCIAL SUSTAINABILITY STRATEGIC ENABLERS Align resources with strategic priorities Proactively attract,develop and retain high performance staff High standard of accountability To grow and diversify sources of income Develop UNISEL culture based on the guiding values Manage staff performance

14. 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 Strategic Plan 2013-2018

15. 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

16. Strategic Goal #2 ACADEMIC EXCELLENCE b) Excellence in Research Develop Selangor Research Center of Excellence (SCORE) Enhance research clusters

17. Strategic Goal #3 ACADEMIC EXCELLENCE • 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.

18. 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

19. 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

20. 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

21. 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. Strategic Plan 2013-2018