TM STRATEGIC PLAN 2022BALANCED SCORECARD
TABLE OF CONTENTS Introduction.................................................................................................................................................................................................................................... 3 Past Year’s Accomplishment (2021)............................................................................................................................................................................................ 9 Strategic Context........................................................................................................................................................................................................................... 13 UTMSPACE Performance Target for Year 2022............................................................................................................................................................................ 27 Balanced Scorecard (BSC) Year 2022......................................................................................................................................................................................... 37 Photo Gallery of Year 2021............................................................................................................................................................................................................ 45
UTMSPACE STRATEGIC PLAN 2022 Version 1 (print and electronic), January 2022. Written, produced and published by UTMSPACE Berhad (931427-K) Level 4 & 5, Block T05, Universiti Teknologi Malaysia, 81310 Johor Bahru, MALAYSIA Tel : +(60)7 531 8000 Fax : +(60)7 520 5725 Level 2, Residensi UTM KL, No.8, Jalan Maktab, 54000 Kuala Lumpur, MALAYSIA Tel: +(60)3 2728 6500 Fax: +(60)3 2778 4566 All rights reserved. No part of this publication may be reproduced in any form or by any means without prior permission from the publisher. THIS DOCUMENT IS INTENDED FOR INTERNAL DISTRUBUTION ONLY
INTRODUCTION 3
FOREWORD BY THE MANAGING DIRECTOR & CEO OF UTMSPACE I am delighted to present to you the UTMSPACE Strategic Plan 2022, which outlines our strategic directions and goals to help the company realise its full potential and better fulfill its mission to continue leading the lifelong learning agenda for the nation. The process of formulating this strategic plan has given us the opportunities to take stock of our past successes and failures, to enhance our visions in the light of challenges ahead, and to put forward strategies for our development and growth. I would also like to express great thanks to all our staff for their remarkable hard work and dedication during what was a very challenging period in 2021. With great flexibility, organizational talent and adaptability, our company have been able to function smoothly, navigate the challenges well, and successfully attain excellent financial performance in 2021. This was reflected in the annual results whereby UTMSPACE recorded operating income of RM50 mil and net profit before tax of RM12 mil, which by far the highest ever achieved in the company’s 10-year history. As we move in into 2022, we will continue to focus our energy on what drives growth and tightly align our resources to our key products and services, and accelerate our innovation roadmap. We will continue to develop and enhance our services, capabilities and assets to sustain and improve our performances, and leverage our education industry partnerships and stakeholder networks to deliver quality professional and continuing education services to lifelong learning community and public. Our action planning for 2022 has underlined 5 key focus areas that will drive growth, and supported by 2 key enablers: Data- Driven Decision-Making and HR Analytics. Forging ahead, in the current market conditions, we will adapt to new ideas and behaviours that will efficiently drive growth, leverage technology to support our critical processes, emphasis on digital marketing and digital delivery, and approach the digital as an evolution. Our digital investments will focus on the following aspects: • Improving customer experience to drive more revenue; • Gaining more efficiency to improve work processes and service delivery; • Providing better employee experience. Despite promising market opportunities for lifelong learning, and careful planning, we should also be cognizant of the key risks as we finalise our plan and shift to execute. I am convinced that UTMSPACE’s dedicated and highly capable staff will continue to demonstrate that UTMSPACE is the Malaysia’s leading organization in lifelong learning and transnational engineering education. Our battle cry for 2022: KEEP GOING STRONG 52 : 10 : 3 4 Thank you.
UTMSPACE ▼ VISION To be a centre of excellence in professional and continuing education. ▼ MISSION To contribute to the development of a knowledgeable society through the implementation of a variety of courses, programmes, and initiatives for participants of all ages. ▼ MOTTO Anyone – Anything – Anywhere – Anytime ▼ VALUES • Customer focused • Team work • High performance • Cost conscious • Quality driven • Global outlook 5
QUALITY POLICY UTMSPACE is dedicated to offering excellent services in the field of Through UTMSPACE Strategic Plan 2018-2022, the quality objectives continuing education in order to achieve customer satisfaction. of UTMSPACE are set as follows: UTMSPACE practices efficient and effective Quality Management • To ensure that the organisation attains at least 90% student System, and strives to implement continuous improvement in order satisfaction index by 2022, to become a world-class organization. • To ensure that there is at least 22,000 student enrolment by 2022, • To ensure that there is at least 11,000 enrolment of lifelong learners for professional development programmes by 2022, • To ensure 100% accreditation of all academic programmes, • To ensure that the organisation attains at least 93% staff satisfaction index by 2022. Note: The statements are translated from its original version in Bahasa Malaysia . In case of any discrepancy or inconsistency, the English version shall always prevail. 6
ORGANISATIONAL STRUCTURE UTMSPACE Board of Directors UTMSPACE MD & CEO Office of Development Office of Business Office of the Office of Academic Office of Lifelong and Facilities Development Managing Director & Affairs Learning Management CEO 1 division 2 divisions 4 divisions 6 divisions 7 divisions Note: Refer to the next page for list of divisions 7
UTMSPACE DIVISIONS NO OFFICE DIVISIONS ACRONYM 1 Office of the Managing Director and CEO • Division of Quality and Risk Management • BPKR (MD Office) • Division of Finance • BKW • Division of HR Management and Development • BPHRM • Strategic Management and Corporate Unit • UPSK • Legal and Integrity Unit • UUI • UTMSPACE KL Office • KL 2 Office of Academic Affairs (Chair Office) • Student Affairs and Alumni Unit ADMIN • Division of Digital Learning • Division of Research Management and Learning • UHEPA • BPD Resources • BPSP • Centre for Collaborative Programmes • Centre for Part-time Studies • PPK • Centre for Diploma Studies • PPSM • Centre for Degree and Foundation Studies • PPD • PPI 3 Office of Business Development (BDD) • Division of International Affairs • Division of Marketing and Customer Relations • BHEA • Division of Student Recruitment and Admission • BPPP • SRAD 4 Office of Lifelong Learning (PSH) • Centre for Continuing Education • PPB 5 Office of Development and Facilities Management (PPA) • Division of ICT • Division of Assets and Facilities • BTMK • BAF 8
ACCOMPPALSIST(HY2M0EA2E1NR)’TS 9
BSC2021 ACHIEVEMENT ACADEMIC PRODUCT TOTAL STUDENT ENROLMENT 2021 23,103 PUSAT PENDIDIKAN BERTERUSAN (PPB) 5,127 PPI, 1.92% PPD, 5.01% PUSAT PENGAJIAN SEPARUH MASA (PPSM) 2,768 PPK, 8.31% PUSAT PROGRAM KERJASAMA (PPK) PUSAT PEGAJIAN IJAZAH DAN ASASI (PPI) 640 PPSM, PUSAT PENGAJIAN DIPLOMA (PPD) 1,669 15.40% 33,307 TOTAL BSC PERFORMANCE 2021 FINANCIAL PERSPECTIVE INTERNAL PROCESS PERSPECTIVE PPB, LEARNING AND GROWTH PERSPECTIVE STAKEHOLDER PERSPECTIVE 69.36% 231% 175% 141% 113% 112% 123% 115% 108% 111% 100% 102% 110% 111% 110% 107% 90% 80% 94% 100% 94% 101% 85% 92% 60% 0% F1.1 F1.2 F1.3 F1.4 F1.5 F1.6 L1.1 L1.2 L2.1 L3.1 L3.2 P1.1 P2.1 P2.2 P2.3 P2.4 P3.2 P3.3 P4.1 P4.2 S1.1 S1.2 S2.1 S2.2a S2.2b FINANCIAL PERFORMANCE 2019-2021 (RM PPB, 94% PPD, 90% million) NET PROFIT 2.55 2021 C U S T OME R 2020 S AT IS FAC T ION 1.34 2019 3.01 INDE X (CS I) 14.00 PPSM, 83% 10.43 CONTRIBUTION TO PPI, 95% UTM 12.7 TOTAL REVENUE 51.18 PPK, 91% 43.7 10 58.06
SP2021 HIGHLIGHT #1 #2 #3 #4 #5 Throughout We obtained a We retained We We enrolled 2021, we total revenue a net profit of contributed 33,307 students RM 2.55 million RM 14 million survived the of RM 51 in 2021 which to UTM which in 2021 with economic million which is the highest more than 80% impact without was higher figure so far in achievement the need exceeded than RM 1.39 our company’s to use our 100% of original million in 2020. in customer reserves nor history. satisfaction retrench our target value employees. RM 50 million. index. 51 TOTAL REVENUE 14 CONTRIBUTION TO UTM 2.55 NET PROFIT (RM million) (RM million) (RM million) DATA PROVIDED BY UTMSPACE DATA CENTRE 11
SCTROANTETEGXICT 13
THE PLAN UTMSPACE Strategic Plan 2022 is developed to achieve the following objectives : 1. Formulate and execute better strategies to improve UTMSPACE’s overall performance in 2022. 2. Implement new strategic initiatives that will enhance UTMSPACE’s competitive edge and its position in the lifelong learning industry. 3. Align resources and prioritise financial needs to ensure optimal results for UTMSPACE. 4. Enhance communication and engagement with stakeholders, customers and employees to foster further growth of UTMSPACE. 14
STEP 4 STRATEGY IMPLEMENTATION & MONITORING • ‘SPRAY IDEA’ session with Top • Final draft of the KFAs and BSC2022 • Quarterly performance Management & Goal setting proposal presented to the UTMSPACE report at the management for SP2022 Management and staff at the SP2022 meeting Roadshow STEP 2 STEP 3 ANALYSIS STRATEGY FORMATION 2022 PLANNING PROCESS STEP 1 • Series of WORKSHOPS to GOAL SETTING review and develop the SP2022 at the Operational & Managerial levels • Data collection for SWOT, PESTLE & THEMATIC Analyses Board’s Approval : 9th DECEMBER 2021 15
THE ENVIRONMENTAL SCANNING PROCESS CONDUCTED IN 2021: Four main themes obtained from the thematic analysis of the ‘Spray Idea’ Session ACTION PLAN OPERATIONAL • CSR Strategy (Tax relief) • HR Roadmap 2022-2025 • Diploma Programme Health Check – duration, entry • Blended Learning • Lab F2.0 @ KL requirement • Classrooms for Social Sc. & Physical Sc. • MBOT programmes conducted @ V02 • Increase smart-partners engagement • HR investment on PSH project strategy • Engage external consultant for high impact • Increase F2.0 intake quota • Run another University programme (professional prog.) development AREAS OF INTEREST PRODUCTS • VR Technology for Teaching and Learning • Professional Certificate (accreditation by MBOT) • Strategic Collaboration with state governments • Stackable programme: F2.0, Diploma • Linked to Boards of professional bodies • F2.0 @ KL for Life Sc. & Physical Sc. • New Course areas to offer: Health, STEM & Business • Programme Segmentation Matrix: ODL & MC 16
EXTERNAL INPUT GATHERING USING PESTEL ANALYSIS CONDUCTED IN 2021 POLITICAL ECONOMIC SOCIAL The PESTEL analysis enables • New entry modes for • High impact on economic • Strong community on organisations to understand the international participants macro-environment surrounding to enter the UTMSPACE growth during pandemic digitalisation in higher factors such as political, lifelong learning economic, social, technological, programmes during phase especially for education environmental and legal. pandemic Covid19 in years 2020 and 2021 UTMSPACE’s local and • Impact on current The outcome from this analysis is a set of dimensions to be used by • Oversight and regulations international markets UTMSPACE’s participants/ the organisation to understand, from government and define and identify the options local higher academic • Sustainability models customer demographic and solutions that could be used in authority on academic internal environmental analysis of accreditation for health information characteristics (online the organisation. exchange tech savvy generations) Source: Wajid, M. A., & Zafar, A. (2021). PESTEL Analysis to Identify Key Barriers to Smart Cities • Large number of new Development in India. Neutrosophic Sets and and trendy programmes Systems, 42, 39-48. offered TECHNOLOGICAL ENVIRONMENTAL LEGAL • Extensive data sharing • New Online and • Minor or no impact to the organisation anddata security blended-learning type • Innovations in technology of programmes in new savvy amongst staff markets in provision for lifelong • Expand existing learning programmes professional programmes • Cutting edge technologies into new investment require support with limited model markets experts available 17
INTERNAL INPUT GATHERING CONDUCTED IN 2021 USING SWOT AND TOWS ANALYSIS OPPORTUNITY THREATS • Niche market between middle and • Policy from the ministry of higher upper class groups education for non-MQA accredited programmes) • UTMSPACE venturing into online and distance learning (ODL) programmes • Rise in competition from external providers • Industry demand for staff in the field of education should be up/re-skilled • Rise in number of similar lifelong learning throughout the career in UTMSPACE programmes offered by competitors STRENGTH S-O STRATEGY S-T STRATEGY • UTMSPACE’s flexibility in developing • Conversion of current programmes into • Development of strategic alliances with market-driven programmes and services ODL and blended mode government agencies • UTMSPACE owns the teaching & learning • New micro credential and stackable • Leverage on reputation and experience in promoting UTMSPACE programme platform (blackboard) programmes in new markets • Build alliance with faculties to develop • Good working relations with faculties in • Expand existing and new professional lifelong learning programmes UTM programmes into new markets The SWOTS and TOWS matrix enables organisations to conduct situational analysis, by matching its strengths (S) and weaknesses (W) with environmental threats (T) and opportunities (O). Source: Weihrich, H. (1982). The TOWS matrix—A tool for situational analysis. Long range planning, 15(2), 54-66. 18
OPPORTUNITY THREATS • Niche market between middle and • Policy from the ministry of higher upper class education for non-MQA accredited programmes) • UTMSPACE venturing into online and distance learning (ODL) programmes • Rise in competition from external providers • Industry demand for staff in the field of education should be up/re-skilled • Rise in number of the similar lifelong throughout the career in UTMSPACE learning programmes offered by competitors WEAKNESS W-O STRATEGY W-T STRATEGY • Issues related to staff re-skilling & up- • Revisit and Strategise UTMSPACE talent • Recalibrating business model of skilling due to demand of industry management plan for Human Resource UTMSPACE lifelong learning programmes • Business orientation, sense of urgency, and service orientation of faculties differ Development to penetrate new market areas and from that of UTMSPACE • Digitalisation of operations to streamline targets and facilitate decision-making processes • Professional Programmes modes and courses offered to a limited target market The outcome from the PESTEL, SWOT and TOWS analysis is a set of strategies and action plan that is integrated into UTMSPACE strategic plan for 2022. 19
2022 KEY HIGHLIGHTS INCLUDES THE FOCUS AREAS FOR 2022 KFA 1 Expanding UTM Foundation programme into new advanced market. Initiate Foundation 2.1 franchise model partnerships. Stackable and micro- Implementing new delivery credential business models align with current investment KFA 3 KFA 2 modes for academic and in lifelong learning. Stackable & ODL & Blended professional development Micro-Credential Learning programmes via ODL and Model Blended Learning. Fostering new collaborations in KFA 4 KFA 5 Future proofing our workforce professional development programmes by increasing human resource with industry partners. Professional Future Proof knowledge, skills and motivation to Development Workforce achieve goals. ENABLER #1 Pathways ENABLER #2 Data-Driven Decision-Making Human Resource Analytics 20
A brief description of KFA 1: KFA 1: FOUNDATION 2.1 Expanding UTM Foundation programme into new advanced market. Initiate franchise model partnerships. 21
A brief description of KFA 2: KFA 2: ODL & BLENDED LEARNING Implementing new delivery modes for academic and professional development programmes via ODL and Blended Learning. 22
A brief description of KFA 3: KFA 3: STACKABLE & MICRO-CREDENTIAL MODEL Stackable and micro-credential business models align with current investment in lifelong learning. (Image Source : Google) 23
A brief description of KFA 4: KFA 4: PROFESSIONAL DEVELOPMENT PATHWAYS Fostering new collaborations in professional development programmes with industry partners. 24
A brief description of KFA 5: KFA 5: FUTURE PROOF WORKFORCE Future proofing our workforce by increasing human resource knowledge, skills and motivation to achieve goals. (Image Source : Google) 25
A brief description of ENABLERS: Enabler 1: The importance of data management has become the basis of the Digitalisation Strategy for UTMSPACE. Data-driven decision-making Data-Driven (DDDM) will be using facts, metrics, and data to guide strategic Decision-Making business decisions that are aligned with our goals, objectives, and initiatives. We aspire to make data-driven decision-making the norm, and creating a culture that encourages critical thinking and curiosity. Enabler 2: At UTMSPACE we plan to subscribe to a data-driven approach to our HR management which will involve a systematic identification Human Resource and quantification of the people drivers of our business outcomes. Analytics The HR analytics would enable UTMSPACE to measure the impact of a range of HR metrics on our overall business performance and make decisions based on empirical data. 26
PERFORMFOARNYCUEEATMTRAS2RP0GA2CE2TE 27
HEADLINE FINANCIAL TARGETS FOR 2022 (RM MILLION) KEEP GOING STRONG 52 TOTAL REVENUE 10 TOTAL CONTRIBUTION 3 TO UTM NET PROFIT 28
UTMSPACE ROADMAP 2020-2025 THE PANDEMIC PHASE I PHASE II Adapt & Thrive Asian Footprint Global Footprint • 20,000 Lifelong Learners • 25,000 Lifelong Learners • 30,000 Lifelong Learners • RM50mil Revenue • RM60mil Revenue • RM70mil Revenue • Foundation 2.0 • Foundation 2.1 • Foundation 3.0 • Blended Learning • ODL & Micro-credential • VR Classroom Teaching • Johor State Partnership • Blended Learning • Micro-Credential 2.0 • China 1.0 • State Governments • ODL 100 • UTMSPACE Digital • China 2.1 Partnership Model • ASEAN 2.0 Academy • China 2.0 • Digital Business Center of • ASEAN 1.0 • DX Economy Excellence 2025 2024 2023 2022 2021 2020 29
UTMSPACE Strategy Map 2022 STAKEHOLDER FINANCIAL F1: Strategic and Sustainable Financial Management S1: Marketable and Professional Graduates Preferred S2: Wider Access to Education by Employers INTERNAL P1: Quality Management System P2: Highly Effective Marketing Through Innovative PROCESS Channels P3: Efficient Management of Data-Driven Decision Making P4: Market-and Industry-Driven Curriculum LEARNING AND L1: Competent Talent with Business L2: Strong Corporate Culture and L3: Effective Information System GROWTH Acumen and Strong UTMSPACE Conducive Working Environment and Technologies in line with values Digital UTMSPACE Academy Objectives CORE VALUES: Customer-Focused, Quality-Driven, High Performance, Teamwork, Cost-Conscious, Global Outlook 30
OPERATIONAL DEFINITION OF STRATEGIC OBJECTIVES FINANCIAL PERSPECTIVE The financial perspective describes the tangible outcomes of the strategy in traditional financial terms, such as return on investment (ROI), shareholder value, profitability, revenue growth, and lower unit costs. SO F1: STRATEGIC AND SUSTAINABLE FINANCIAL MANAGEMENT UTMSPACE identifies ways to optimize the use of existing resources that include digital and non-digital T&L process on product and services. UTMSPACE identifies competitive models for UTMSPACE liquid asset investment. STAKEHOLDER PERSPECTIVE The stakeholder perspective defines the value proposition the organisation intends to use to generate sales and loyalty from targeted customers and stakeholders. SO S1: MARKETABLE AND PROFESSIONAL GRADUATE PREFERRED BY EMPLOYERS UTMSPACE establishes a new partnership and empowers the partners (referring to ‘Rakan Kerjasama’) by ensuring report on the targeted participants enrolled for the two (2) continuous semesters for the academic programme approved and six (6) programmes per year for the short course/training programme offered UTMSPACE establishes alumni system tracking to offer the UTMSPACE continuing education pathway strategy UTMSPACE maintains outreach project activities with alumni 31
SO S2: WIDER ACCESS TO EDUCATION UTMSPACE conducts more student/participants activities in delivering academic products quality and brands UTMSPACE establishes new student enrolments ”Student” refers to a registered undergraduate, or/and postgraduate, or/and adult learners/ student/participant enrolled in any UTMSPACE & SPACE programmes offered UTMSPACE explores models in providing better accommodation and teaching and learning facilities to its students and staff. 32
INTERNAL PROCESS PERSPECTIVE The internal process perspective identifies the critical processes that create and deliver the differentiating customer value proposition. SO P1: QUALITY MANAGEMENT SYSTEM UTMSPACE embarks on comprehensive audit for new and existing academic programmes. SO P2: HIGHLY EFFECTIVE MARKETING THROUGH INNOVATIVE CHANNELS UTMSPACE sets up mechanisms in following through with prospective applicants’ queries and applications, through helpdesk and tracking system. UTMSPACE increases the frequency of student application to programme offered. UTMSPACE diversifies its existing promotion and marketing efforts onto digital mediums or platforms. UTMSPACE is represented in greater number of external events that are capable of raising its brand profile among prospective students/ participants. UTMSPACE establishes alumni system tracking to offer the UTMSPACE continuing education pathway strategy UTMSPACE maintains outreach project activities with alumni. UTMSPACE identifies ways of preparing platform with intelligence selection system or technology process for academic programmes and professional experiences. 33
SO P3: EFFICIENT MANAGEMENT OF DATA-DRIVEN DECISION-MAKING UTMSPACE sets up a research project management-based to gather research transformation activities of the UTMSPACE Digital Academy strategy. UTMSPACE staff provides education and training for its teaching staff population in various online and blending learning approaches. UTMSPACE provides assistance on students well-being. SO P4: DEVELOP MARKET- AND INDUSTRY-DRIVEN CURRICULUM UTMSPACE works with partners and corporate clients in establishing short courses, professional certification, and partnership development programmes. UTMSPACE increases the number of short courses / professional development programmes / other programmes based on new micro-credential modules approach. 34
LEARNING AND GROWTH PERSPECTIVE The learning and growth perspective identifies the intangible assets that are most important to the strategy, such as the jobs (human capital), systems (information capital), and climate (organisational culture) required to support the internal process. SO L1: COMPETENT TALENT WITH BUSINESS ACUMEN AND STRONG UTMSPACE VALUES UTMSPACE conducts a study to identify accurately the levels of the present situation in staff needs and requests training and development. UTMSPACE identifies effective ways in analysing staff competency, and identifying individuals who could help the organisation soar higher in future proof strategy. SO L2: STRONG CORPORATE CULTURE AND CONDUCIVE WORKING ENVIRONMENT UTMSPACE conducts more employee engagement activities / events in delivering staff happiness and well-being. UTMSPACE administers staff satisfaction survey to know how happy employees are with the working culture. Thus, to allow company to identify any potential problems. SO L3: EFFECTIVE INFORMATION SYSTEMS AND TECHNOLOGIES UTMSPACE sets up process to track implementation of strategic initiatives set under the UTMSPACE Balanced Scorecard 2021- 2025. UTMSPACE data management framework presents progress of system development and implementation of a data collection, process and analysis which provides real-time statistics for rapid decision-making processes and strategic planning. 35
SCORECYABEARADLRA(2NB0CS2CE2D) 37
FINANCIAL PERSPECTIVE OD Target Division Reporting Strategic initiative frequency 5% SO F1: Strategic and Sustainable Financial Management 52 3.00 F1.1 Percentage cost reduction The total of 5% reduction to the 10 BKW Quarterly from actual operational cost operational cost target per unit/ 600,000 targeted in annual budget department BKW BKW F1.2 Total revenue from UTMSPACE The total amount of revenue BKW Quarterly FI1 Cost optimisation models BKW Quarterly core products (RM million) received (annually) Quarterly FI2 Profit Gap Analysis KPI F1.3 Total net profit (RM million) Net profit before tax (RM million) FI3 Diversification of financial investment models F1.4 Total contribution (direct & The amount of contribution (direct indirect) to UTM (RM million) & indirect) to UTM (annually) Quarterly F1.5 Total annual income from The cost of Investment per Net investment Return on Investment 38
STAKEHOLDER PERSPECTIVE OD Target Division Reporting Strategic initiative frequency SO S1: Marketable and professional graduates preferred by employers The number of active partners PPB/ divided by total number of S1.1 Percentage of active agreements partnership 80% PPSH/ Quarterly SI1 Local & International Active programmes with partners BHEA/ Programmes with Partners TPA/ PPK S1.2a Number of new smart The number of participants 5 PSH partnership agreements enrolled for the two (2) continuous semesters for the academic SI2 New Smart Partners for Lifelong Learning S1.2b Number of new partnership/ programme approved, Quarterly franchise agreement (International or six (6) programmes per year 3 PPK for the short course/training KPI & local) programme offered S1.3 Percentage progress of Percentage completion of the TPA/ SI3 New Academic/Professional Development Plan on home-grown development plan milestone product enhancement 80% BPD/ Quarterly Programme Enhancement BPKR Strategic Plan (ODL) S1.4 Percentage of UTMSPACE The number of engaged alumni SI4 UTMSPACE Alumni outreach Alumni outreached for measured against the total alumni 80% UHEPA Quarterly plan (e.g. email marketing, engagement programme recorded in database (i.e., Database = Alumni 1,500; etc.) Associate 2,000; Provisional 3,000) 39
SO S2: Wider access to education S2.1 Customer satisfaction index The satisfaction index of a 85% SI5 CQI Customer Satisfaction product/service offerings (positive 10,000 ALL Quarterly Survey and negative perceptions) based 8,000 on customer survey. SI6 Student Barometer Survey (i.e., score ranges from 0-100) 50% S2.2a Number of student The number of active and BDD/ BPPP enrolment – academic products returning students per semester per Quarterly SI7 Revisit business model PPB/PSH Quarterly / royaltySI8 Shopee mode KPI (PPI, PPD, PPSM, PPK) year platformSI9 MC / Stackable programmeSI10 Rebranding S2.2b Number of student The number of total students BGS Programme enrolment – continuing education registered for short courses products (PSH) and professional development programmes S2.3 Percentage progress of Percentage completion of the BPD Q1 & Q4 SI11 New AR/VR module development plan on new tools in development plan milestone content development digital learning 40
INTERNAL PROCESS PERSPECTIVE OD Target Division Reporting Strategic initiative frequency SO P1: Quality Management System KPI P1.1: Percentage of NCR closed in The number of NCR closures 100% BPKR Quarterly PI1 Action plan response rate quality audit against the total NCR reported from the audit report from a quality audit SO P2: Highly Effective Marketing through Innovative Channels P2.1 Number of new intake The number of student 2,000 BDD/ Quarterly PI2 Audit offer letter issuance applications divided by total 50% SRAD cycle through SAM application P2.2 Percentage conversion rate number of offer letters. 350,000 system KPI SRAD The number of total students Quarterly PI3 Public engagement events P2.3 Number of followers on registered divided by total number BDD/ (e.g. virtual Appointment) UTMSPACE digital marketing of offer letter BPPP mediums / platforms Quarterly PI4 Develop and implement The number of new and current new multi channel marketing visitors to the marketing platforms strategyPI5 Conduct market (i.e., marketing platform = research for market intelligent UTMSPACE official Facebook, website, and Instagram) 41
P2.4 Number of open days / The number of events conducted 12 BDD/ Quarterly PI6 UTMSPACE digital platform events where UTMSPACE brand is for brand promotion & visibility 80% BPPP Quarterly content curation project introduced P17 Grand Internal event yearly TPP/ Quarterly (invite all partners) P2.5 Percentage of alumni The number of alumni attending UHEPA engaged in UTMSPACE academic engagement events for continuing PI8 Wacana Ilmu - Industrial & continuing education products education, against the total BTMK Talk (12 Talk)PI9 Birthday E-card number of alumni & Bulletin / Activities Calendar KPI Distribution P2.6 Number of global analytic The number of new platforms/tools 2 PI10 Project-based to BTMK with platforms/tools provided for data analytics. professional fee PI11 Platform with intelligence selection system for 1. academic program (AR/ VR) 2. professional experience and competency-based 42
SO P3: Efficient Management of Data-Driven Decision Making P3.1 Number of Research The number of UTMSPACE project 5 TPP/BPSP Quarterly PI12 Project awarded and Transformation Projects grants completed monitored P3.2 Percentage utility of digital The number of active users divided PI13 Total spent on learning T&L tools & platforms by total registered users of T&L 90% BPD Quarterly (LMS) digital platforms PI14 Blended-Learning report PI15 Dermasiswa (RM60K); P3.3 Percentage fund spent of The amount of fund spent on 80% TPP/ Quarterly Welfare (RM20K); Internet annual target on students well- students well-being from the total UHEPA (RM60K); Insurance (RM60K) being annual budget allocation. PI16 Student financial support activities SO P4: Market- and Industry-Driven Curriculum P4.1 Number of new customised The number of new customised PI17Partnership development programmes programmes offered 2 PPB/PSH Annually projects to establish TVET / 1u3i KPI The number of new customised programmes P4.2 Number of new customised digital programmes offered digital programmes 10 TPP/ Quarterly PI18 Micro-credential modules BPD/ PI19 Digital Professional PSH/ Programmes PPD 43
LEARNING AND GROWTH PERSPECTIVE OD Target Division Reporting Strategic initiative frequency SO L1: Competent Talent with Business Acumen and Strong UTMSPACE Values L1.1 Percentage of staff The number of employee 80% BPHRM Annually LI1 Training Needs Analysis competency level achieved training provided 80% Report divided by total number of L1.2 Percentage development employees (i.e., training = BPHRM Quarterly LI2 Succession Planning or workforce future-proof inclusive 4 categories 1) Scientific/ Strategic workforce plan Technical, 2) Technology, 3) Management, and 4) Leadership & Personal Development Training) Percentage completion of development plan milestone on the strategic workforce plan SO L1: Competent Talent with Business Acumen and Strong UTMSPACE Values L2.1a. Percentage of HR analytics 80% BPHRM Q2 & Q4 LI5 Job satisfaction analysis in staff happiness 90% report The number of positive responses LI6 Employee engagement L2.1b. Percentage employee from employees satisfaction events satisfaction Index (CQI Control) surveys divided by total number of LI7 Launching employee loyalty employees event BTMK Q2 LI8 Online survey system L2.1c. Percentage employee 90% BPKR Quarterly LI9 Process efficiency audit satisfaction Index (CQI Control) 44
SO L3: Effective Information System and Technologies L3.1 Percentage strategic initiative The number of SI implemented 90% UPSK Annually LI10 SI Implementation report implementation divided by total SI (i.e., SI implemented = achieved more than 50% performance) LI11 Data management L3.2 Percentage completion of Percentage completion mechanism and protocol developing data management of planned milestone of system data management system 70% UPSK Quarterly (input, process, output, record development integration) LI12 Data management strategic plan 45
PHOOFTOYEGARAL2L0E2R1Y 47
UTMSPACE involvement at the INTERNATIONAL level 48
UTMSPACE involvement at the INTERNATIONAL level 49
UTMSPACE involvement at the NATIONAL level Konvo SUKJ Kursus bersama TUDM 50
UTMSPACE involvement at the NATIONAL level Kursus bersama TUDM Menandatangani MoA Puncak Kami sdn bhd 51
UTMSPACE involvement at the NATIONAL level Tandatangan MoA 52
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