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JTNCAA Strategic Plan 2022-2025

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1Department of Deputy Vice Chancellor (Academic & International) Strategic Plan and Action Plan 2022 - 2025

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22TABLE OF CONTENTS1 INTRODUCTION• Vision of the department• Mission of the department• Core values localize• Brief Department Background• Organisational Structure - Core functions of department• Positioning Statement of the department2 CURRENT SITUATION• Current Trends• SWOT (department perspective)3 STRATEGIC PLAN • Strategic Framework• Strategic Objective4 ACTION PLAN• Action Plan 2022-2025• Action Plan 20225 CONCLUSION6 ANNEXESMessage from the Vice ChancellorMessage from the Deputy Vice Chancellor (Academic & International)Executive SummaryUTM Overview

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33Message from the Deputy Vice Chancellor (Academic & International)Prof. Sr Dr. Hishamuddin bin Mohd AliUTM will embrace technology and best practices to deliver the best possible student experience. Recognising the rapidly changing environment our students will be entering when they graduate, our education experience will prioritise activities on strengthening student development to produce holistic, balanced, resilient and life-ready graduates.We will foster a passion for lifelong learning, and offer opportunities for our graduates to re-engage with our courses throughout their lives and careers.Message from the Vice ChancellorProf. Datuk Ts. Dr. Ahmad Fauzi IsmailWe are facing unprecedented challenges – social, economic and environmental – driven by accelerating globalisation and a faster rate of technological developments. At the same time, those forces are providing us with myriad new opportunities for talent advancement. To navigate through such uncertainty, students will need to develop curiosity, imagination, resilience and self-regulation; they will need to respect and appreciate the ideas, perspectives and values of others; and they will need to cope with failure and rejection, and to move forward in the face of adversity. Their motivation will be more than getting a good job and a high income; they will also need to care about the well-being of their friends and families, their communities and the planet.The development of talent through our teaching and research programs will become even more important as society adapts to the demands of the information economy. UTM must play an expanded role in preparing students for this future, welcoming back past students who need to reskill or upskill, and engaging talent from industry to develop their capabilities in a fast-changing world of work.

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44Executive SummaryThis Department Strategic Plan 2022-2025 contains forward-looking statements concerning the strategic endeavours of our department for the next four years. It also contains the overview on UTM Global Plan (PGU) and the future expectations based on UTM’s management and stakeholders’ input, with key initiatives and targets, taking into account certain risks and/or uncertainties. It serves as our main reference in implementing our action plan from 2022 until 2025. This document is also available at our website. For any inquiry, please contact the Office of Deputy Vice Chancellor (Academic & International), Universiti Teknologi Malaysia.

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55UTM JourneyFrom Technical School to Research UniversityIn meeting the expectations and demands of the stakeholders, UTM is set to manoeuvre the ever-changing landscape of higher education that has been increasingly complex and competitive. UTM has been continually striving to excel in its learning and teaching (L&T) practices to produce professionals for the nation which is its initial core business since its inception as a technological university in 1972. However, the research culture at UTM has been intensified ever since the university became the fifth Malaysia Research University (MRU) in 2010. UTM has been viewed as one of the key players for knowledge and research innovation, as well as talent development that contribute to Malaysia’s technology and knowledge- driven economy.

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66PHILOSOPHYThe divine law of Allah is the foundation of knowledge.In line with His Will, UTM strives with total commitment to attain excellence in science, technology and engineering for the well-being and prosperity of mankindVISIONA Premier University ProvidingWorld-class Education And ResearchMISSIONTo develop holistic talents and prosper lives through knowledge and innovative technologies

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77UTM Strategy Map

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81 INTRODUCTION

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99Department of Deputy Vice Chancellor (Academic & International) Vision and MissionA premier global university providing inclusive access to lifelong education. To develop holistic talents through innovative learning and teaching to prosper lives.MissionVision

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1010Academic IntegritySynergyAcademic ExcellenceSustainabilityThe DDVCAI place great value on the integrity of UTM community and are committed to a culture of academic integrity and scholarly ethics.Synergy instills team spirit, togetherness, inclusivity, collegiality, respect, humility, cooperation, and collaboration for inclusive higher education.Academic excellence through well-designed academic programs and future ready educators to produce life-ready graduates.Driving a sustainable academic ecosystem through quality academic programmes, market-driven and conducive learning and environments.Department of Deputy Vice Chancellor (Academic & International) Core Values

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1111Department of Deputy Vice Chancellor (Academic & International) BackgroundThe Department of Deputy Vice-Chancellor (Academic & International) assists the university specifically for the academic and international portfolios. For academic matters, our role is to enhance the academic policy development, improving the quality of teaching and learning and to ensure the quality of academic programmes. In addition, our department is also responsible for international related matters and academic internationalization initiatives.Our department is led by the Deputy Vice Chancellor (Academic & International). The former and current Deputy Vice Chancellor (Academic & International) are as below.1985 – 1987 Assoc. Prof. Abd. Wahid Hj. Idris1988 – 1990 Assoc. Prof. Dr. A. Aziz Hassan1991 – 1997 Prof. Dato’ Abu Azam Md. Yassin1997 –2001 Prof. Dato’ Parid Wardi Sudin2001 –2003 Prof. Dr. Azman Awang2003 – 2006Prof. Dr. Ahmad Kamal Idris2006 – 2009 Datin Prof. Ir. Dr. Siti Hamisah Tapsir2009 – 2012 Prof. Ir. Dr. Mohd Azraai Kassim2015 – 2017 Prof. Dr. Rose Alinda Alias2017 – 2021 Prof. Ir. Ts. Dr. Zainuddin Abd Manan2021 – recent Prof. Sr Dr. Hishamuddin Mohd Ali

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1212ACADEMIC MANAGEMENT DIVISION (AMD)STUDENT RECRUITMENT AND ADMISSION DIVISION (SRAD)INSTITUTE OF LIFE-READY GRADUATE (iLeaGue)SCHOOL OF GRADUATE STUDIES (SPS)OFFICE OF DVC(A&I) UTM JBUTM ACADEMIC LEADERSHIP (UTMLEAD)OFFICE OF DVC(A&I) UTM KLSPACEHanifah Binti Ahmad (N54)SENIOR DEPUTY REGISTRARAssoc. Prof. Dr Naziha Binti Ahmad Azli (DS54)DIRECTOR CIDUKhairani binti Ibrahim (N48)DEPUTY REGISTRARAbd. Razak Abdul Aziz (N52)DEPUTY REGISTRARHaliza binti Abdul Hamid(N48)HEAD OF DIVISIONProf. Dr. Mohd. Shafry bin Mohd. Rahim (VK 07)CHAIRAssoc. Prof. Dr. Hazarina binti Hashim (DS 54)CHAIRProf. Dr. Nazri bin Ali (VK07)CHAIRPROF. SR DR. HISHAMUDDIN BIN MOHD ALIDEPUTY VICE CHANCELLOR (ACADEMIC & INTERNATIONAL)Assoc. Prof. Ir. Dr. Sharifah Hafizah Syed Ariffin (DS54)Acting DIRECTORDepartment of Deputy Vice Chancellor (Academic & International) Organisation StructureCore Functions (Key Roles, Supporting Roles)• Development of curriculum innovation: FREE, FRC, EXCEL• Strategic Management• Corporate Management• Human Resource Development• Financial Management• Administration, academic management, student’s admission UTM KL• PG & UG Academic Affairs• Student Data Management• Senate Management• Convocation• Data & Information Management• Marketing• PG Admission• UG Admission• Co-curriculum & Service Learning• Academic Development• Entrepreneurship • Innovation• Program & Professional Development• Special / Offshore Program • Sponsorship• Learning and Teaching• Academic Leadership and Professional Development• Foundation Programme• Diploma Programme• International Degree Programme (IDP)• Part-time Diploma Programme• Part-time Degree Programme• Joint Programme• Professional Skills Certificate

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1313Department of Deputy Vice Chancellor (Academic & International) Core FocusCollaboration with industry via Partnership, Accreditation Endorsement model for our micro-credential coursesVariability & Flexibility in Program Design Learning can take place anywhere, liquid syllabus, customize and personalize

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1414For life ready graduates with exemplary sense of identity that exudes quality and integrity, UTM is the provider of world class education that produces holistic and resilient talents so that they can experience the satisfaction of prospering lives because of our well-designed academic programs and impactful innovative educators. Department of Deputy Vice Chancellor (Academic & International) Positioning Statement

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1515Department of Deputy Vice Chancellor (Academic & International) Corporate StrategiesTo be the pioneer in hyflex learning and hybrid campus in ASEAN region

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162 CURRENT SITUATION

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1717Graduate Employability Trend

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1818Graduate Employability Trend

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1919Intake Trend Notes:1) Data as of 31 October 2021Notes:1) Data as of 31 October 2021

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2020Note:1) Data as of 31 October 20212) 50% of the students are from China. Higher entry requirements and the continued closure of the border prevents the entry of many international students, especially from the middle east (sponsored market – Libya, Saudi Arabia etc.)Intake Trend Notes:1) Data as of 31 October 2021

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2121Intake Trend PG Int’l UG Int’l Total Int’l Notes:1) Data as of 31 October 20212) Total international intake 2021 is expected to reach 1600 by the end of Q4 2021. 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

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2222STRENGTHEstablish Community Lab3Graduate Employability92%Student Entrepreneurship5.46%Graduate TraceabilityPioneering in offering online and life learning programmes and courses for PG Enrolment trendsInternal learning and teaching experts in UTM TORCHOnline courses in the form of MOOCs and MicrocredentialWell-designed curriculum Centralized internal resources repository for learning and teachingDigital badges-based certification for upskilling and reskilling99.9%3 ODLs offered and 5 to offer in 2022MyMohes Data1021 MOOCs; 15 MC293 (UG: 77;PG: 216)9191 type of certificatesSWOT TEST FOR STRATEGIES

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2323WEAKNESSSWOT TEST FOR STRATEGIESLimited IT staff handling/reviewing important academic systemCurrently only 1 IT staff Similarities in academic programs293Old laboratory facilities need upgrading and be safety compliance(UPMU)Limitation to have physical activities1 Lab (30)Many silos academic management systems<20 systemsRetirement of prolific academic staff. >50 persons/ yearLack of initiatives and funding to attract local students to continue their post graduate education only for enrolled studentsLow technical support staff for learning and teaching online30Lack of stakeholder input in decision making related to T&LLess than 10 engagement sessionUnsellable PG programs (Less than 5 intakes per year) 53.2%No funding for learning and teaching innovationNo allocation from RMC

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2424OPPORTUNITIESSWOT TEST FOR STRATEGIESIndustries Collaboration (MICCI) >1,000 companiesGrowing of Learning on Demand trendsStrengthening Visibility of UTM through partnership with industry in MOOC and Micro-credential>100 companiesMultidisciplinary academic programs within university and external partnersStrengthening Collaborative professional development courses with other universities (academic staff & students)Enhancing digital skills certification for lecturer’s competencyStackable Online Degree through Micro credentialCollaboration with external agency for learning and teaching quality 2 in process1 type of Digital Skills Certification1 Stackable Online Degree1 with Commonwealth of Learning

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2525THREATSSWOT TEST FOR STRATEGIESCompetitiveness with academic programs offered by other HEIUA- 19US - 400+Limited financial resources/incentive by government for post graduate educationThe termination of myBrain programmeThe rapid adoption of big data and analytics by other HEI providers.Integrated big data higher education management Increasing number of competitions among institutions in offering online programUSM = 3 Taylor’s U = 2Student intake affected during COVID-19 Refer to Slide #17 - #19

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263 STRATEGIC PLANS

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2727DDVCAI Vision: A premier global university providing inclusive access to lifelong education. DDVCAI Mission: To develop holistic talents through innovative learning and teaching to prosper lives.

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2828Department of Deputy Vice Chancellor (Academic & International) Strategy Framework VisionA premier global university providing inclusive access to lifelong education. MissionTo develop holistic talents through innovative learning and teaching to prosper lives.Core ValuesExcellenceIntegritySynergySustainabilityHi5-1: Produce life-ready graduates with gainful employment and contributes to prospering lives in societyHi5-2: Enhance and strengthening flexible inclusive education to prosper livesHi5-3: Instill resilient and core-value driven Future-Ready TalentsHi5-4: Strengthening delivery system in learning and teaching through innovation of best practice servicesHi5-5: Embedding data analytic culture for prudent decision makingDDVCAI Strategic Objectives (Hi5)Programmes1.1 Life-ready Graduates1.3 Entrepreneur Graduates1.4 Quality Intake Students2.1 Flexible inclusive education2.2 Commercialized IPs in learning and teaching3.1 Future-Ready Educators (FREE) 3.2 Supervisor Excellence Programme3.3 Talent Search Initiatives to recruit expert in learning and teaching and research3.4 Adjunct/ Visiting from industries Appointment4.1 Strengthening policies and procedures4.2 Data driven academic management5.1 Enhancing data driven culture in academic managementST 1, 5SP 1, 8ST 3SP 4ST 1SP 2ST 2,4SP 3,6ST 4SP 7Mapping with UTM Strategic Thrusts (ST) & Strategic Priorities (SP)1.2 Internationalisation of Students

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29291STRATEGIC OBJECTIVE 1Hi5-1: Produce life-ready graduates with gainful employment and contributes to prospering lives in society1.1 Life-ready Graduates (RI-8)1.2 Internationalisation of Students(RI-19)1.3 Entrepreneur Graduates (RI-8)This strategic objective focuses on strengthening student development to produce holistic, balanced, resilient, and life-ready graduates. Our goal is to promote student achievement and preparation for global competitiveness by fostering educational excellence, ensuring equal access so that upon graduation they will embark as top earners in the relevant industries and have gainful employment. It is our goal to provide character education to all our students so that they can contribute to prospering lives in society.RI – Rollout Initiatives1.4 Quality Intake Students (RI-6)

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30302STRATEGIC OBJECTIVE 2Hi5-2: Enhance and strengthening flexible inclusive education to prosper lives2.1 Flexible inclusive education (RI-10)2.2 Commercialized IPs in learning and teaching (RI-1)This strategic objective aims to empower everyone's right to quality education where advancement of technology has changed the education landscape to be more flexible and fluid. UTM believes access to flexible and inclusive education is a lifelong process that can contribute to overall improvement of quality of lives among our students.RI – Rollout Initiatives

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31313STRATEGIC OBJECTIVE 33.1 Future-Ready Educators (FREE) (RI-3)3.2 Supervisor Excellence Programme (RI-2)3.3 Talent Search Initiatives to recruit expert in learning and teaching and research (RI-4)3.4 Adjunct/ Visiting from industries Appointment (RI-1)Hi5-3: Instill resilient and core-value driven Future-Ready TalentsRI – Rollout InitiativesThis strategic objective focuses on developing future-ready educators who are resilient and uphold UTM core values in dealing with future challenges in learning and teaching.

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32324STRATEGIC OBJECTIVE 44.1 Strengthening policies and procedures (RI-1)4.2 Data driven academic management (RI-16)Hi5-4: Strengthening delivery system in learning and teaching through innovation of best practice servicesRI-Rollout InitiativesThis strategic objective puts learning and teaching innovations at forefront in UTM. Technology and innovations become the niche and focal point for a conducive learning environment in UTM.

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33335STRATEGIC OBJECTIVE 55.1 Enhancing data driven culture in academic management (RI-24)Hi5-5: Embedding data analytic culture for prudent decision makingRI-Rollout InitiativesThis strategic objective is set to implement strategies and enumerate the data-driven culture and competencies across people, process and technologies required in academic management and decision making.

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344 THE IMPLEMENTATION(ACTION PLAN FOR 2022 – 2025)

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3535Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 8Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout InitiativesLead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Life-ready GraduatesPercentage of high-quality graduates with premium employment30% 35% 40% 45% 45%1.1.To increase students’ involvement in impactful experiential learning (Apprenticeship, WBL program with Multinational Company, High Impact SULAM, inquiry-based learning) with special emphasis on the inculcation of exemplary sense of identity that exudes quality (jati diri) elementiLeaGue, Faculties, 1.2 To organise Signature/ High Impact Conference – 3MT, FAMELab, IGCESH, MLC, Research Carnival, Undergraduate Research Conference (URC), 3 Minutes Final Year Project (3MFYP)SPS, iLeaGue, Faculties1.3 To organise intensive collaboration with industries and communities for impactful experiential learning programiLeaGue, Faculties1.4 To increase academic courses with professional certification.iLeaGue, Faculties,

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3636Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 8Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Life-ready GraduatesPercentage of high-quality graduates with premium employment30% 35% 40% 45% 45%1.5 To organise high impactful Graduate Employability programsiLeaGue SPS, UTMCC, Faculties, 1.6 To increase PG students in Campus Election, Anugerah Tokoh Siswa, Anugerah Gemilang MahasiswaSPS, Faculties1.7 To conduct a comprehensive SKPG survey initiative and data driven reporting.UTMCC, iLeaGue, SPS, Faculties1.8 To empower Role of Academic AdvisorsiLeaGue, Faculties2. Internationalisation of StudentsNumber of Outbound Mobility500 600 800 1,000 1,0002.1 Promote online subjects offered by the faculties for credit bearing OGC (refer to pre-requisite fees - ODL) UTMi, Faculties, iLeague2.2 Mobility Program (e.g., Global Outreach Program as a KO-Q subject (Pre departure; During; After) UTMi, iLeaGue, Faculties2.3 Revise on Student exchange agreement UTMi2.4 Diversity of mobility student (demographic) UTMi

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3737Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 8Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 2. Internationalisation of StudentsNumber of Outbound Mobility500 600 800 1,000 1,0002.5 Perform mobility via OGC UTMi, Faculties2.6 Funding of Scholarship from network alliances UTMi2.7 Cooperation with UTM synergy partner (JTNCHEP, MPP, Faculty) UTMi, JTNCAA, JTNCHEP, Faculties2.8 Various way of promotion method (engagement with students)UTMi, Faculties2.9 Micro-credential initiative: collaboration with UTMi synergy partner UTMi, UTMLead, FacultiesNumber of Inbound Mobility1,000 1,250 1,563 2,000 2,0002.10 Promote online subjects offered by the faculties for credit bearing OGC (refer to pre-requisite fees - ODL) UTMi, Faculties, UTMLead, iLeague, UTM Digital, JTNCHEP2.11 Revise on Student exchange agreement 2.12 Revision of fees for mobility (summer school, exchange, Research internship, IIP)

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3838Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 8Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 2. Internationalisation of StudentsNumber of Inbound Mobility1,000 1,250 1,563 2,000 2,0002.13 Diversity of mobility student (demographic) UTMi, Faculties, UTMLead, iLeague, UTM Digital, JTNCHEP2.14 Micro-credential initiative: collaboration with UTMi synergy partner a. Professional cert b. includes UG dan PG 2.15 To promote on Edutourism programs2.16 To invite faculty members to involve in interview session 2.17 To engage with UTM Alumni for activities – how mobility program helps them with their current work2.18 New recruitment model: agent engagement % of outbound students who got employed after graduation90% 95% 100% 100%100% employability for student attended outbound program 2.19 Distribute a survey to the outbound student alumni and employer to collect relevant dataUTMi, Faculties, iLeague, AMD

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3939Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 8Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 3.Entrepreneur GraduatesPercentage of Entrepreneur5% 6% 7% 8% 8%3.1 To produce student entrepreneurs to run business during studies iLeaGue, JTNC (HEP), Faculties, 3.2 To produce graduate entrepreneursiLeaGue,Faculties3.3 To organise entrepreneurship programmes in collaboration with external partiesiLeaGue,Faculties,3.4 To develop student companies or enterprises that are funded by angel investors, VC, Government agencies or pitching competition prizesiLeaGue,Faculties,3.5 To organize innovation and technology-based program iLeaGue,Faculties,3.6 To strengthening students’ innovation culture and involvement in technopreneurship programsiLeaGue, Faculties,

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4040Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 8Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 3.Entrepreneur GraduatesPercentage of Entrepreneur5% 6% 7% 8% 8%3.7 To produce student start-ups based on innovation and technologiesiLeaGue, Faculties, 3.8 To train teaching staff in entrepreneurshipiLeaGue, Faculties,

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4141Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 8Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout InitiativesLead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 4. Quality intake for international undergraduate studentsRecruit best ft talent to UTMIntake709Enrl2,46949.38mIntake 849Enrl2,67653.52mIntake1,019Enrl3,17663.52mIntake 1,219Enrl3,79675.92mIntake UG5,245Intake PG4,597Enrl UG18,820Enrl PG10,8774.1.To move from mass to quality intake by continuously improving entry requirementsSRAD, Bursary, faculties4.2 To sustain enrolment of local UG at 16K and local UG at 6KSRAD, Bursary, facultiesQuality intake for international postgraduate studentsIntake1,235Enrl2,89257.84mIntake1,455Enrl3,29465.88mIntake 1,735Enrl3,88977.78mIntake2,085Enrl4,63992.78m4.3.To reach UG:PG ratio at 70:30 while maintaining the PG enrolment at 10k and total number of students at 30k as well as staff: student ratioSRAD, Bursary, facultiesSustain local undergraduate studentsIntake3,516Enrl13,57347.50mIntake3,656Enrl13,90448.66mIntake3,826Enrl14,40450.41mIntake4,026Enrl15,02452.58m4.4.To increase UG international student enrolment to 20% of total UG enrolment (4,000 by 2025, currently at 2,000)SRAD, Bursary, faculties

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4242Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 8Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 4. Sustain local postgraduates studentsRecruit best ft talent to UTMIntake2,002Enrl4,16731.25mIntake2,142Enrl4,42833.21mIntake2,312Enrl5,48841.16mIntake2,512Enrl6,23846.78mIntake UG5,245Intake PG4,597Enrl UG18,820Enrl PG10,8774.5.To increase PG international student enrolment to 40% of total PG enrolment (4,000 by 2025, currently at 2,700)SRAD, Bursary, faculties4.6.To enhance marketing strategies by offering strategic scholarshipSRAD,Bursary

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4343Strategic Objective 2 Enhance and strengthening flexible inclusive education to prosper livesST 3Institutional Growth through Unique Niche and Specialization for Long-term SustainabilitySP 4Strengthen UTM’s R & D & C & I capability and resilience to champion emerging knowledge and research areasNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Flexible inclusive educationThe number of academic product to support institutional growthYearly targetMOOC - 3MC - 20MC programs with partnership/accredited/endorsed by industry- 1ODL - 2PSC Courses conducted as micro credential - 100%Micro master program- 3PRISMS-15/12PAKAT- 2New Pesisir Programme -4industry-customized academic programmes-1Courses are conducted in hybrid mode-50Offshore program with blended mode - 2UG Part-time Programme SPACE with hybrid mode -35Unit APEL UTM -1483 2012100%3152415023514832012100%315241-4832012100%315241-4532012100%312241-189128048100%125781645023511.1 To offer industry-customized academic programmesSPACE1.2 Revision on implementation of PhD industrySPS1.3 To offer ODL programmesSPS,Faculties1.4 To Offer new academic programmes initiated through PERKONGSIAN AKADEMIK TRANS-FAKULTI (PAKAT) CIDU, Faculties1.5 To offer new Offshore PG programmes SPS, Faculties1.6 To offer micro-credential courses1 Stackable degree for one PG ProgramUTMLead/ UTMCDex, SPS, iLeaGue, Faculties1.7 To offer MOOCsUTMLead/ UTMCDex, SPS, iLeaGue, Faculties

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4444Strategic Objective 2 Enhance and strengthening flexible inclusive education to prosper livesST 3Institutional Growth through Unique Niche and Specialization for Long-term SustainabilitySP 4Strengthen UTM’s R & D & C & I capability and resilience to champion emerging knowledge and research areasNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Flexible inclusive educationThe number of academic product to support institutional growth48 48 48 45 1891.8 To identify involvement collaboration with industries through MOAs in Micro-credentialUTMLead/ UTMCDex 1.9 To implement PRISMS at all faculties. CIDUFaculties1.10 To establish Unit APEL UTM iLeaGue, SPS, SPACE, FTIR2. Commercialized IPs in learning and teachingNumber of IPs in learning and teaching4 6 8 10 102.1 To register copyright based on UTM-OCWUTMLead/ UTMCDex

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4545Strategic Objective 2 Enhance and strengthening flexible inclusive education to prosper livesST 3Institutional Growth through Unique Niche and Specialization for Long-term SustainabilitySP 4Strengthen UTM’s R & D & C & I capability and resilience to champion emerging knowledge and research areasNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 2. Virtual Lab for academic programmeNumber of virtual lab for academic program1 11. To develop a repository for virtual learning content.2. To conduct workshop on virtual content developmentUTM CDex, Faculties3. UTM Pagoh as a hub for smart-agriculture/farming academic program. Number of program1i) Paperwork endorsementii) Meetings with faculties on offered programmesSPS, UTM Pagoh4New programs related to Telehealth/ neuroscience. Number of program1To conduct workshops for needs analysis UTM CDex, SKBSK, SHARP, FS5UTM Online Campus - The Digital Version of UTM1. Establishment of TF Group2. Create new business model100%100%1. Discussion with related Dept. at UTM2. Proposed new concept3. Discussion with faculties on relevant coursesODVCAI, UTMDigital, Faculties6Revision of PhD Industry Number of program1Workshop 1: Revision on Industrial PhD through conventional thesisWorkshop 2: PhD by PortfolioWorkshop 3: Prosedur Industrial Phd and PhD by PortfolioWorkshop 4: Working Paper for JKKU approvalSPS

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4646Strategic Objective 3Instill resilient and core-value driven Future Ready TalentsST 1Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchSP 2Provide continuous upskilling of university staff to achieve excellence in education and researchNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Future Ready Educators (FREE) Percentage of academic staff/ Future Ready Educators (FREE) completing training programs acquiring new or upgrading skills to enhance competencies in T&L and research30% 60% 80% 100% 100%1.1 To organise Micro-credential based T&L training according to competenciesUTMLead/ UTMCDex1.2 To measure the impact of FREE through NALI UTMLead/ UTMCDex 2. Supervisor Excellence ProgrammeNumber of supervision course related to flexible, technical, and soft skills 4 4 4 4 162.1To organise new and courses related to PG supervision to develop supervisory competencies:i. 1 Flexible course for AS101 (by topic with assessment) - Certificate of Achievement/Completionii. To revise the Course Outline for AS104 - Certificate of Completioniii. To revise the Course Outline & identify speakers for Experienced Supervisor Refresher Course AS201iv. To revise the Course Outline for Graduate Supervision Course AS103 UTMLEAD/ SPS

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4747Strategic Objective 3Instill resilient and core-value driven Future Ready TalentsST 1Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchSP 2Provide continuous upskilling of university staff to achieve excellence in education and researchNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 2. Supervisor Excellence ProgrammeNumber of staff submitting the proposal for the Research Supervision Recognition Programme (RSRP) by UK Council of Graduate Education (UKCGE) 2 2 4 4 122.2 To ensure yearly submission of Research Supervision Recognition Programme (RSRP) by UK Council of Graduate Education (UKCGE) from selected qualified supervisori. To appoint consultant from University of Otago, New Zealandii. Coaching session by consultant to selected applicantiii. To organize 1 sharing session on RSRP SPS3. Talent Search Initiatives to recruit expert in learning and teaching and researchNumber of staff (expert) recruited from external source10 10 10 10 403.1 To organise webinar program with prominent figures on learning and teachingUTMLead/ UTMCDex 3.2 To organise NALI Icon TalkUTMLead/ UTMCDex 3.3 To appoint UTMLead/ UTMCDex FellowUTMLead/ UTMCDex Number of Talent Search programs completed(UTM Torch)10 10 10 10 403.4 To implement UTM Torch (learning and teaching)UTMLead/ UTMCDex

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4848Strategic Objective 3Instill resilient and core-value driven Future Ready TalentsST 1Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchSP 2Provide continuous upskilling of university staff to achieve excellence in education and researchNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 4. Adjunct/ Visiting from industries AppointmentPercentage of Adjunct / Visiting from industries5% 10% 15% 20% 20% from Total Academic Staff4.1 To appoint IAP under Adjunct Appointment Scheme4.2 Promote international appointment to faculties4.3 Collaboration with UTMi to get university fund allocationOffice of DVCAI, Faculties5 Hyflex program delivery and CQI initiativePercentage of academic staff trained to deliver hyflex programme and CQI initiative10% 10% 10% 10% 10%1. To conduct training on hyflex program delivery and CQI initiativeSPB, UTM CDex

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4949Strategic Objective 4 Strengthening delivery system in learning and teaching through innovation of best practice servicesST 2ST 4Creative And Resilient Performance Delivery Through Emphatic And Agile GovernanceTransformative Life Experience through Knowledge Empowerment and TrustSP 3SP 6To inculcate UTM core values namely ISES into work and management ecosystemProvide sustainable campus experience to UTM’s students, staff and surrounding communityNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Strengthening policies and proceduresNumber of new/ reviewed policies /procedures/ guidelines for learning and teaching23 13 4 2 1 policy42 procedures1.1 To develop/revised procedures for T&L.List of Procedures as in Annex 1 Office of DVCAI, QRiM, CIDU, SRAD, AMD, iLeaGue, SPS, SPACE, UTMLead/ UTMCDex 2. Data driven academic managementPhases completed in the Roadmap for Data Driven Culture in Academic Management100% 100% 100% 100%100%2022:2.1 Priority Development onOBE, MyAims Module: PG & QAASTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue2.2 MaintenanceAPEL

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5050Strategic Objective 4 Strengthening delivery system in learning and teaching through innovation of best practice servicesST 2ST 4Creative And Resilient Performance Delivery Through Emphatic And Agile GovernanceTransformative Life Experience through Knowledge Empowerment and TrustSP 3SP 6To inculcate UTM core values namely ISES into work and management ecosystemProvide sustainable campus experience to UTM’s students, staff and surrounding communityNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 2. Data driven academic managementPhases completed in the Roadmap for Data Driven Culture in Academic Management100% 100% 100% 100% 100%2.3 Requirements & Documentations:i. iLeaGue (Experiential and Entrepreneurial Activities)ii. Flexible, life-long-learning and Learning-on-Demand (MOOCs, Microcredential, APEL). iii. Online Learning Analytics (ODL)iv. PRISMSTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue2.4 Sketching on important reporting statistics for reportingSPS, iLeaGue, UTMLead/ UTMCDex , SRAD, AMD

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5151Strategic Objective 4 Strengthening delivery system in learning and teaching through innovation of best practice servicesST 2ST 4Creative And Resilient Performance Delivery Through Emphatic And Agile GovernanceTransformative Life Experience through Knowledge Empowerment and TrustSP 3SP 6To inculcate UTM core values namely ISES into work and management ecosystemProvide sustainable campus experience to UTM’s students, staff and surrounding communityNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 2. Data driven academic managementPhases completed in the Roadmap for Data Driven Culture in Academic Management100%100% 100%100%100%2023:2.5 Priority on DevelopmentOBE, MyAims Module: PG, online learning analytics (ODL), PRISMSTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue2.6 MaintenanceAPEL, QAAS2.7 Requirements & Documentations:i. iLeaGue (Experiential and Entrepreneurial Activities)ii. Flexible, life-long-learning and Learning-on-Demand (MOOCs, Microcredential, APEL)

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5252Strategic Objective 4 Strengthening delivery system in learning and teaching through innovation of best practice servicesST 2ST 4Creative And Resilient Performance Delivery Through Emphatic And Agile GovernanceTransformative Life Experience through Knowledge Empowerment and TrustSP 3SP 6To inculcate UTM core values namely ISES into work and management ecosystemProvide sustainable campus experience to UTM’s students, staff and surrounding communityNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 2. Data driven academic managementPhases completed in the Roadmap for Data Driven Culture in Academic Management100%100% 100%100%100%2.8 Sketching on important reporting statistics for reportingSPS, iLeaGue, UTMLead/ UTMCDex , SRAD, AMD2024:2.9 Priority on DevelopmentMyAims, iLeaGue (Experiential and Entrepreneurial Activities), Flexible, life-long-learning and Learning-on-Demand (MOOCs, Microcredential, APEL)TNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue2.10 MaintenanceQAAS, APEL, ODL and OBE2.11 Requirements & Documentations:Central university time-table 2.12 Sketching on important reporting statistics for reportingSPS, iLeaGue, UTMLead/ UTMCDex , SRAD, AMD

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5353Strategic Objective 4 Strengthening delivery system in learning and teaching through innovation of best practice servicesST 2ST 4Creative And Resilient Performance Delivery Through Emphatic And Agile GovernanceTransformative Life Experience through Knowledge Empowerment and TrustSP 3SP 6To inculcate UTM core values namely ISES into work and management ecosystemProvide sustainable campus experience to UTM’s students, staff and surrounding communityNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 2. Data driven academic managementPhases completed in the Roadmap for Data Driven Culture in Academic Management100%100% 100%100%100%2025:2.13 Priority on DevelopmentMyAims, iLeaGue (Experiential and Entrepreneurial Activities), Flexible, life-long-learning and Learning-on-Demand (MOOCs, Microcredential, APEL)TNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue2.14 MaintenanceQAAS, APEL, ODL and OBE2.15 Requirements & Documentations:Central university time-table 2.16 Sketching on important reporting statistics for reportingSPS, iLeaGue, UTMLead/ UTMCDex , SRAD, AMD

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5454Strategic Objective 5 Embedding data analytic culture for prudent decision makingST 4 Transformative Life Experiences through Knowledge Empowerment and TrustSP 7 Enculturate data driven culture with high level of trust in techNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Enhancing data driven culture in academic managementPhases completed in the Roadmap for Data Driven Culture in Academic ManagementPhase 1 – Data AwarePhase 2 – Data GuidedPhase 3 – Data SavvyPhase 4 – Data DrivenP1 P2 P3 P4 P4Phase 1 (2021-2022):1.1 Data Governance and Quality in MyAims and QAAS. Key focus area: Academic Program and students’ data. TNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue1.2 Paperwork on new recruitment scheme – contract or project based. 1.3 New category on recruitment post – statisticians, instructional design, content creator, copy-writer, editor, animators1.4 Training for staff related to data management, insights, and analytics1.5 Identify the format of reporting desired.

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5555Strategic Objective 5 Embedding data analytic culture for prudent decision makingST 4 Transformative Life Experiences through Knowledge Empowerment and TrustSP 7 Enculturate data driven culture with high level of trust in techNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Enhancing data driven culture in academic managementPhases completed in the Roadmap for Data Driven Culture in Academic ManagementPhase 1 – Data AwarePhase 2 – Data GuidedPhase 3 – Data SavvyPhase 4 – Data DrivenP1 P2 P3 P4 P41.6 Identify the platform to presentTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue1.7 Identify information/ system readiness1.8 Benchmark and outline the report format and reporting process1.9 Suggest on the CQI processPhase 2 (2023):1.10 Requirement for Data insights and Analytics for MyAims. TNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue1.11 Identify key activities, data and reporting needed1.12 Formulation and plugins

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5656Strategic Objective 5 Embedding data analytic culture for prudent decision makingST 4 Transformative Life Experiences through Knowledge Empowerment and TrustSP 7 Enculturate data driven culture with high level of trust in techNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Enhancing data driven culture in academic managementPhases completed in the Roadmap for Data Driven Culture in Academic ManagementPhase 1 – Data AwarePhase 2 – Data GuidedPhase 3 – Data SavvyPhase 4 – Data DrivenP1 P2 P3 P4 P41.13 Training for staff related to data management, insights, and analyticsTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue1.14 CQIs on 2021 activities1.15 Pilot test on one initiativePhase 3 (2024):1.16 Development for Data insights and Analytics. TNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue1.17 Requirement for predictions. Identify key activities, data and reporting needed1.18 Training for staff related to data management, insights, and analytics1.19 CQIs on 2022 activities1.20 Pilot test on one initiatives

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5757Strategic Objective 5 Embedding data analytic culture for prudent decision makingST 4 Transformative Life Experiences through Knowledge Empowerment and TrustSP 7 Enculturate data driven culture with high level of trust in techNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Enhancing data driven culture in academic managementPhases completed in the Roadmap for Data Driven Culture in Academic ManagementPhase 1 – Data AwarePhase 2 – Data GuidedPhase 3 – Data SavvyPhase 4 – Data DrivenP1 P2 P3 P4 P4Phase 4 (2025):1.21 Development for data predictionTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue1.22 Training for staff related to data management, insights, and analytics1.23 CQIs on 2023 activities1.24 Pilot test on one initiativeDesired State 1. Reliable and quality for decision making and reporting.TNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue

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5858Strategic Objective 5 Embedding data analytic culture for prudent decision makingST 4 Transformative Life Experiences through Knowledge Empowerment and TrustSP 7 Enculturate data driven culture with high level of trust in techNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, Faculties2022 2023 2024 2025 DESIRED SUCCESS 1. Enhancing data driven culture in academic managementPhases completed in the Roadmap for Data Driven Culture in Academic ManagementPhase 1 – Data AwarePhase 2 – Data GuidedPhase 3 – Data SavvyPhase 4 – Data DrivenP1 P2 P3 P4 P42. Ensuring competent, relevant, and right talents TNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS iLeaGue3. Complete Documentation on T&L implementation and complying to CQI processTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS iLeaGue

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594 THE IMPLEMENTATION(ACTION PLAN FOR 2022)

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6060Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 9Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 1. Life-ready GraduatesPercentage of high-quality graduates with premium employment22% 25% 28% 30% 30%1.1.To increase students’ involvement in impactful experiential learning (Apprenticeship, WBL program with Multinational Company, High Impact SULAM, inquiry-based learning) with special emphasis on the inculcation of exemplary sense of identity that exudes quality (jati diri) elementiLeaGue, Faculties, 1.2 To organise Signature/ High Impact Conference – 3MT, FAMELab, IGCESH, MLC, Research Carnival, Undergraduate Research Conference (URC), 3 Minutes Final Year Project (3MFYP)SPS, iLeaGue, Faculties1.3 To organise intensive collaboration with industries and communities for impactful experiential learning programiLeaGue, Faculties1.4 To increase academic courses with professional certification.iLeaGue, Faculties,

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6161Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 9Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 1. Life-ready GraduatesPercentage of high-quality graduates with premium employment22% 25% 28% 30% 30%1.5 To organise high impactful Graduate Employability programsiLeaGue SPS, UTMCC, Faculties, 1.6 To increase PG students in Campus Election, Anugerah Tokoh Siswa, Anugerah Gemilang MahasiswaSPS, Faculties1.7 To conduct a comprehensive SKPG survey initiative and data driven reporting.UTMCC, iLeaGue, SPS, Faculties2. Internationalisation of StudentsNumber of Outbound Mobility100 200 300 500 5002.1 Promote online subjects offered by the faculties for credit bearing OGC (refer to pre-requisite fees - ODL) UTMi, Faculties, iLeague2.2 Mobility Program (e.g., Global Outreach Program as a KO-Q subject (Pre departure; During; After) UTMi, iLeaGue, Faculties2.3 Revise on Student exchange agreement UTMi2.4 Diversity of mobility student (demographic) UTMi

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6262Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 9Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 2. Internationalisation of StudentsNumber of Outbound Mobility100 200 300 500 5002.5 Perform mobility via OGC UTMi, Faculties2.6 Funding of Scholarship from network alliances UTMi2.7 Cooperation with UTM synergy partner (JTNCHEP, MPP, Faculty) UTMi, JTNCAA, JTNCHEP, Faculties2.8 Various way of promotion method (engagement with students)UTMi, Faculties2.9 Micro-credential initiative: collaboration with UTMi synergy partner UTMi, UTMLead, FacultiesNumber of Inbound Mobility200 400 600 1,000 1,0002.10 Promote online subjects offered by the faculties for credit bearing OGC (refer to pre-requisite fees - ODL) UTMi, Faculties, UTMLead, iLeague, UTM Digital, JTNCHEP2.11 Revise on Student exchange agreement 2.12 Revision of fees for mobility (summer school, exchange, Research internship, IIP)

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6363Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 9Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 2. Internationalisation of StudentsNumber of Inbound Mobility200 400 600 1,000 1,0002.13 Diversity of mobility student (demographic) UTMi, Faculties, UTMLead, iLeague, UTM Digital, JTNCHEP2.14 Micro-credential initiative: collaboration with UTMi synergy partner a. Professional cert b. includes UG dan PG 2.15 To promote on Edutourism programs2.16 To invite faculty members to involve in interview session 2.17 To engage with UTM Alumni for activities – how mobility program helps them with their current work2.18 New recruitment model: agent engagement % of outbound students who got employed after graduation30% 40% 60% 90% 90% employability for student attended outbound program 2.19 Distribute a survey to the outbound student alumni and employer to collect relevant dataUTMi, Faculties, iLeague, AMD

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6464Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 9Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 3.Entrepreneur GraduatesPercentage of Entrepreneur3% 3% 4% 5% 5%3.1 To produce student entrepreneurs to run business during studies iLeaGue, JTNC (HEP), Faculties, 3.2 To produce graduate entrepreneursiLeaGue,Faculties3.3 To organise entrepreneurship programmes in collaboration with external partiesiLeaGue,Faculties,3.4 To develop student companies or enterprises that are funded by angel investors, VC, Government agencies or pitching competition prizesiLeaGue,Faculties,3.5 To organize innovation and technology-based program iLeaGue,Faculties,3.6 To strengthening students’ innovation culture and involvement in technopreneurship programsiLeaGue, Faculties,

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6565Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 9Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 3.Entrepreneur GraduatesPercentage of Entrepreneur3% 3% 4% 5% 5%3.7 To produce student start-ups based on innovation and technologiesiLeaGue, Faculties, 3.8 To train teaching staff in entrepreneurshipiLeaGue, Faculties,

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6666Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 9Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout InitiativesLead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 4. Quality intake for international undergraduate studentsRecruit best ft talent to UTMIntake300Enrl1,00020mIntake300Enrl1,00020mIntake600Enrl2,00040mIntake709Enrl2,46949.38mIntake709Enrl2,46949.38m4.1.To move from mass to quality intake by continuously improving entry requirementsSRAD, Bursary, faculties4.2 To sustain enrolment of local UG at 16K and local UG at 6KSRAD, Bursary, facultiesQuality intake for international postgraduate studentsIntake500Enrl1,00030mIntake700Enrl1,50040mIntake1,000Enrl2,00050mIntake1,235Enrl2,89257.84mIntake1,235Enrl2,89257.84m4.3.To reach UG:PG ratio at 70:30 while maintaining the PG enrolment at 10k and total number of students at 30k as well as staff: student ratioSRAD, Bursary, facultiesSustain local undergraduate studentsIntake1,500Enrl8,00020mIntake1,500Enrl8,00020mIntake3,000Enrl10,00040mIntake3,516Enrl13,57347.50mIntake3,516Enrl13,57347.50m4.4.To increase UG international student enrolment to 20% of total UG enrolment (4,000 by 2025, currently at 2,000)SRAD, Bursary, faculties

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6767Strategic Objective 1 Produce life ready graduates with gainful employment and contributes to prospering lives in societyST 1ST5Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchGlobal Eminence as Malaysian Top Research University in 2025SP 1SP 9Produce holistic talent by developing high quality graduatesAchieve global eminence as a distinguished Malaysia Research University in-line with national and global agendaNo. Programme HIGH IMPACT RESULTSYearly TargetRollout InitiativesLead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 4. Sustain local postgraduates studentsRecruit best ft talent to UTMIntake1,000Enrl2,50020mIntake1,400Enrl3,00026mIntake1,800Enrl3,80028mIntake2,002Enrl4,16731.25mIntake2,002Enrl4,16731.25m4.5.To increase PG international student enrolment to 40% of total PG enrolment (4,000 by 2025, currently at 2,700)SRAD, Bursary, faculties4.6.To enhance marketing strategies by offering strategic scholarshipSRAD,Bursary

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6868Strategic Objective 2 Enhance and strengthening flexible inclusive education to prosper livesST 3Institutional Growth through Unique Niche and Specialization for Long-term SustainabilitySP 4Strengthen UTM’s R & D & C & I capability and resilience to champion emerging knowledge and research areasNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 1. Flexible inclusive educationThe number of academic products to support institutional growthYearly targetMOOC - 3MC - 20MC with industry - 1ODL - 2PRISMS-15/12PAKAT- 2New Pesisir Programme -4industry-customized academic programmes-110 30 40 48 481.1 To offer industry-customized academic programmesSPACE1.2 Revision on implementation of PhD industrySPS1.3 To offer ODL programmesSPS,Faculties1.4 To Offer new academic programmes initiated through PERKONGSIAN AKADEMIK TRANS-FAKULTI (PAKAT) CIDU, Faculties1.5 To offer new Offshore PG programmes SPS, Faculties1.6 To offer micro-credential courses1 Stackable degree for one PG ProgramUTMLead/ UTMCDex, SPS, iLeaGue, Faculties1.7 To offer MOOCsUTMLead/ UTMCDex, SPS, iLeaGue, Faculties

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6969Strategic Objective 2 Enhance and strengthening flexible inclusive education to prosper livesST 3Institutional Growth through Unique Niche and Specialization for Long-term SustainabilitySP 4Strengthen UTM’s R & D & C & I capability and resilience to champion emerging knowledge and research areasNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 1. Flexible inclusive educationThe number of academic products to support institutional growth10 30 40 48 481.8 To identify involvement collaboration with industries through MOAs in Micro-credentialUTMLead/ UTMCDex 1.9 To implement PRISMS at all faculties. CIDUFaculties1.10 To establish Unit APEL UTM iLeaGue, SPS, SPACE, FTIR2. Commercialized IPs in learning and teachingNumber of IPs in learning and teaching0 2 3 4 42.1 To register copyright based on UTM-OCWUTMLead/ UTMCDex

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7070Strategic Objective 3Instill resilient and core-value driven Future Ready TalentsST 1Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchSP 2Provide continuous upskilling of university staff to achieve excellence in education and researchNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 1. Future Ready Educators (FREE) Percentage of academic staff/ Future-Ready Educators (FREE) completing training programs acquiring new or upgrading skills to enhance competencies in T&L and research5% 15% 20% 30% 30%1.1 To organise Micro-credential based T&L training according to competenciesUTMLead/ UTMCDex1.2 To measure the impact of FREE through NALI UTMLead/ UTMCDex 1.3 To refine NALI and FREE framework and include more than teaching deliveryUTMLead/ UTMCDex 2. Supervisor Excellence ProgrammeNumber of supervision course related to flexible, technical, and soft skills 1 2 3 4 42.1 To organise new and courses related to PG supervision to develop supervisory competencies UTMLEAD/SPS

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7171Strategic Objective 3Instill resilient and core-value driven Future Ready TalentsST 1Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchSP 2Provide continuous upskilling of university staff to achieve excellence in education and researchNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 2. Supervisor Excellence ProgrammeNumber of staff submitting the proposal for the Research Supervision Recognition Programme (RSRP) by UK Council of Graduate Education (UKCGE) 0 0 0 2 22.2 To ensure yearly submission of Research Supervision Recognition Programme (RSRP) by UK Council of Graduate Education (UKCGE) from selected qualified supervisor SPS3. Talent Search Initiatives to recruit expert in learning and teaching and researchNumber of staff (expert) recruited from external source1 4 8 10 103.1 To organise webinar program with prominent figures on learning and teachingUTMLead/ UTMCDex 3.2 To organise NALI Icon TalkUTMLead/ UTMCDex 3.3 To appoint UTMLead/ UTMCDex FellowUTMLead/ UTMCDex Number of Talent Search programs completed(UTM Torch)1 4 8 10 103.4 To implement UTM Torch (learning and teaching)UTMLead/ UTMCDex

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7272Strategic Objective 3Instill resilient and core-value driven Future Ready TalentsST 1Develop and Inspire World-class Holistic Talents to extend the Frontier of Education and ResearchSP 2Provide continuous upskilling of university staff to achieve excellence in education and researchNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 4. Adjunct/ Visiting from industries AppointmentPercentage of Adjunct / Visiting from industries1% 2% 3% 5% 5% from Total Academic Staff4.1 To appoint IAP under Adjunct Appointment SchemeOffice of DVCAI, Faculties

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7373Strategic Objective 4 Strengthening delivery system in learning and teaching through innovation of best practice servicesST 2ST 4Creative And Resilient Performance Delivery Through Emphatic And Agile GovernanceTransformative Life Experience through Knowledge Empowerment and TrustSP 3SP 6To inculcate UTM core values namely ISES into work and management ecosystemProvide sustainable campus experience to UTM’s students, staff and surrounding communityNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 1. Strengthening policies and proceduresNumber of new/ reviewed policies /procedures/ guidelines for learning and teaching10 12 18 23 23 procedures1.1 To develop/revised procedures for T&L.List of Procedures as in Annex 1 Office of DVCAI, QRiM, CIDU, SRAD, AMD, iLeaGue, SPS, SPACE, UTMLead/ UTMCDex 2. Data driven academic managementPhases completed in the Roadmap for Data Driven Culture in Academic Management10% 40% 80% 100% 100%2022:2.1 Priority Development onOBE, MyAims Module: PG & QAASTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue2.2 MaintenanceAPEL

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7474Strategic Objective 4 Strengthening delivery system in learning and teaching through innovation of best practice servicesST 2ST 4Creative And Resilient Performance Delivery Through Emphatic And Agile GovernanceTransformative Life Experience through Knowledge Empowerment and TrustSP 3SP 6To inculcate UTM core values namely ISES into work and management ecosystemProvide sustainable campus experience to UTM’s students, staff and surrounding communityNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 2. Data driven academic managementPhases completed in the Roadmap for Data Driven Culture in Academic Management10% 40% 80% 100% 100%2.3 Requirements & Documentations:i. iLeaGue (Experiential and Entrepreneurial Activities)ii. Flexible, life-long-learning and Learning-on-Demand (MOOCs, Microcredential, APEL). iii. Online Learning Analytics (ODL)iv. PRISMSTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue2.4 Sketching on important reporting statistics for reportingSPS, iLeaGue, UTMLead/ UTMCDex , SRAD, AMD

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7575Strategic Objective 5 Embedding data analytic culture for prudent decision makingST 4 Transformative Life Experiences through Knowledge Empowerment and TrustSP 7 Enculturate data driven culture with high level of trust in techNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 1. Enhancing data driven culture in academic managementPhases completed in the Roadmap for Data Driven Culture in Academic ManagementPhase 1 – Data Aware (2021-2022)Phase 2 – Data Guided (2023)Phase 3 – Data Savvy (2024)Phase 4 – Data Driven (2025)15% 40% 80% 100% 100%Phase 1 (2021-2022):1.1 Data Governance and Quality in MyAims and QAAS. Key focus area: Academic Program and students’ data. TNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue1.2 Paperwork on new recruitment scheme – contract or project based. 1.3 New category on recruitment post – statisticians, instructional design, content creator, copy-writer, editor, animators1.4 Training for staff related to data management, insights, and analytics1.5 Identify the format of reporting desired.

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7676Strategic Objective 5 Embedding data analytic culture for prudent decision makingST 4 Transformative Life Experiences through Knowledge Empowerment and TrustSP 7 Enculturate data driven culture with high level of trust in techNo. Programme HIGH IMPACT RESULTSYearly TargetRollout Initiatives Lead / Implementing PTJs, FacultiesQtr 1 Qtr 2 Qtr 3 Qtr 4 2022DESIRED SUCCESS 1. Enhancing data driven culture in academic managementPhases completed in the Roadmap for Data Driven Culture in Academic ManagementPhase 1 – Data Aware (2021-2022)Phase 2 – Data Guided (2023)Phase 3 – Data Savvy (2024)Phase 4 – Data Driven (2025)P1 P2 P3 P4 P41.6 Identify the platform to presentTNCAA office and related PTJs, UTM Digital, AMD, QRIM, SPS, iLeaGue1.7 Identify information/ system readiness1.8 Benchmark and outline the report format and reporting process1.9 Suggest on the CQI process

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775 CONCLUSIONS

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7878● Implementable High-5 Strategic Objectives to produce holistic and resilient talents of prospering lives. ● UTM well-designed academic programs and impactful innovative educators through learning and teaching.● ADAB - IHSAN - JATI DIRI “NO AMOUNT OF KNOWLEDGE AND FACTS IS COMPARABLE TO THE HUMANISING VALUES OF A PERSON” - Hishamuddin Mohd AliI. S. E. S.KERANA TUHAN UNTUK MANUSIA

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796 ANNEXES

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8080BIL NAMA PROSEDUR TAHUNPENYEDIAAN1 Prosedur Kurikulum 2022SENARAI INDUK PROSEDUR SISTEM PENGURUSAN KUALITI PENGAJARAN & PEMBELAJARANJABATAN TIMBALAN NAIB CANSELOR (AKADEMIK & ANTARABANGSA)BERDASARKAN 4 PROSES UTAMAANNEX12) PENGURUSAN AKADEMIK PELAJAR1) PEMBANGUNAN PROGRAM DAN KURIKULUMBIL NAMA PROSEDUR TAHUNPENYEDIAANPENGAMBILAN PELAJAR1 Prosedur Pengambilan NGS 20232 Prosedur Pengambilan Pelajar SPACE 20233. Prosedur Pengambilan Pelajar Perdana 20224. Prosedur Pemasaran Program Akademik 20235. Prosedur Pengurusan Permohonan Pelajar Baharu Pascasiswazah20226. Prosedur Permohonan Pelajar Baharu Prasiswazah 2022PEMBELAJARAN DAN PENGAJARAN PRASISWAZAH DAN PASCA SISWAZAH1 Prosedur Pengurusan Kursus Umum 20222 Prosedur Pembelajaran dan Pengajaran Prasiswazah (2018) 20223 Prosedur Latihan Industri/Penyelidikan/Mengajar/Praktik 20224 Prosedur Projek Sarjana Muda 20225 Prosedur Kod Amalan Pasca Siswazah 20236 Prosedur Pengurusan Akademik Berkaitan Open Distant Learning (ODL)20227 Prosedur Pelaksanaan Program Pendidikan Transnasionak (TNE) (2018)2023

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8181ANNEX12) PENGURUSAN AKADEMIK PELAJARBIL NAMA PROSEDUR TAHUNPENYEDIAANPEMBELAJARAN DAN PENGAJARAN PRASISWAZAH DAN PASCA SISWAZAH8 Prosedur Pengurusan Aktiviti Akademik Pelajar 20249 Prosedur Pengalaman Pembelajaran Akademik 202410 Prosedur Pengurusan Aktiviti Kebolehpasaran Graduan 202311 Prosedur Pembangunan, Penawaran dan Pindah Kredit MOOC202212 Prosedur Pengurusan NGS, Cross Campus 202313 Prosedur Hadiah Akademik 202214 Prosedur Penyediaan Jadual Waktu 202215 Garis Panduan Intenship 202316 Garis Panduan Penasihatan Akademik 202217 Garis Panduan Keusahawanan dan Inovasi 2025LAIN-LAIN1 Prosedur Pengurusan Majlis Konvokesyen 20222 Prosedur Pengurusan Peperiksaan 20233 Prosedur Pengurusan Data Pelajar 20224 Prosedur Pengurusan Senat 20235 Prosedur Pengurusan Jawatankuasa Tetap Senat -Peperiksaan & Pengijazahan-Kurikulum & Kualiti Akademik2023SENARAI INDUK PROSEDUR SISTEM PENGURUSAN KUALITI PENGAJARAN & PEMBELAJARANJABATAN TIMBALAN NAIB CANSELOR (AKADEMIK & ANTARABANGSA)BERDASARKAN 4 PROSES UTAMA

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8282ANNEX13) PENGURUSAN PEMBELAJARAN SEPANJANG HAYATBIL NAMA PROSEDUR 1 Prosedur MOOC 20222 Prosedur Microcredential 20223 Prosedur Open Distant Learning (ODL) 20224 Prosedur APEL 2022BIL NAMA PROSEDUR 1 Prosedur Entrepreneurial Learning 20232 Prosedur Capstone and Cornerstone 20233. Prosedur Community-based Learning 20244. Prosedur Pembelajaran Dalam Talian 20225. Prosedur Internship/Latihan Industri (Staf) 20226. Prosedur Kaedah Penyampaian P&P 20227. Prosedur Research-based Learning 20248. Prosedur Industry-based Learning 20259. Prosedur Work-based Learning 2022 4) PENGURUSAN INOVASI SENARAI INDUK PROSEDUR SISTEM PENGURUSAN KUALITI PENGAJARAN & PEMBELAJARANJABATAN TIMBALAN NAIB CANSELOR (AKADEMIK & ANTARABANGSA)BERDASARKAN 4 PROSES UTAMA

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8383ANNEX16) INSTITUT SISWAZAH TERSEDIA KEHIDUPAN (iLeaGue)BIL NAMA PROSEDUR1 Prosedur Pengurusan Hadiah Akademik Program Sarjana Muda dan Diploma UTM2 Polisi Keusahawanan UTM3 Prosedur Pembelajaran dan Pengajaran prasiswazah4 Prosedur pengurusan SKPG (UG & PG)5 Prosedur pengurusan latihan industri6 Prosedur pengurusan Projek Sarjana Muda5) BAHAGIAN PENGAMBILAN DAN KEMASUKAN PELAJAR (SRAD)BIL NAMA PROSEDUR1 Prosedur pemasaran program UTM2 Prosedur pengurusan permohonan pelajar baharu3 Prosedur Pengurusan Pengambilan Pelajar Sarjana Muda Sepenuh MasaSENARAI INDUK PROSEDUR SISTEM PENGURUSAN KUALITI PENGAJARAN & PEMBELAJARANJABATAN TIMBALAN NAIB CANSELOR (AKADEMIK & ANTARABANGSA)BERDASARKAN 4 PROSES UTAMA

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8484Roadmap for data driven culture in academic management2021-2025Deputy Vice-Chancellor (Academic & International)Iniatives to achieve SO 4 and SO 5ANNEX 2

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85852023 2024202120222025The Four Phases in the Roadmap for Data Driven Culture in Academic Management 2021-2025ANNEX 2Data Aware(2021 & 2022)• Organization in data –curious. Everyone embraces data• Data stage, organization, and cleaningData Guided(2023)• Organization begins to use data in operations, problem solving and decision-making. • Data is accessible, consistent, and eliminating silos• Data analysis is still at descriptive stage but lead to improvementData Savvy(2024)• Organization using data for daily operations.• Data giving insights, reminders & predictiveData-Driven(2025)Data becomes core business strategy that is critical for competitive advantage

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8686STEP 06Component 5: Reporting & CQIEngagement, Reports and CQI suggestions via JTNCA platform with QRIM and Faculties.Component 2: DataData GovernanceData QualityData InsightsData AnalyticsData PredictionData Visualization and ReportingComponent 3: Experts & TalentsIT Officers & Programmers (TNCAA & UTMDigital); New Talent Development and Job scope: Data analyst, Statistician, Instructional Designer FacultiesTop management, TNCAA office, UTMDigital,Component 1: The Think TankComponent 4: Systems, Tools, and InfrastructureSystems: MyAims, QAAS, OBE, PRISM, Ileague (Experiential and Entrepreneurial Activities), Flexible, life-long-learning and Learning-on-Demand (MOOCs, Microcredential, APEL)Tool(s): PowerBIInfrastructure: State-of-Art T&L studio and digital content development*Bold in red are the new initiativesThe academic data driven culture in UTM: Players and componentsANNEX 2

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87Department of Deputy Vice Chancellor (Academic & International) Strategic Plan and Action Plan 2022 - 2025THANK YOU