ODRSDCE STRATEGIC PLANNING 2020
TABLE OF CONTENTS
BACKGROUND
History of the establishment of the office and former Deputy Rectors
01
VISION AND MISSION
02
STRATEGIC OBJECTIVES
The office’s ambition
03
FUNCTION
Major functions of the office
04
ORGANISATIONAL CHART
ODRSDCE organisational chart and the offices under the purview
05
STRATEGIC PLANNING
PESTEL and SWOT analysis.
strategies intiatives and ODRSDCE achievements
06
BACKGROUND 01
The office was establised way back in 1983 and the followings were the Deputy Rectors in charge of Student Affairs :
1. Ybhg. Dato’ Dr. Ariffin Suhaimi (1st August 1983 – 1st January 1993) 2. Ybhg. Prof. Dato’ Dr. Sidek Baba (1st August 1994 – 31st July 2002) 3. Ybhg. Datuk Dr. Mohd. Daud Bakar (1st October 2002 – 1st April 2005) 4. Ybhg. Dato’ Hamidon Abd. Hamid (1st April 2005 – 31st March 2009)
5. Ybhg. Prof. Dr. Nik Ahmad Kamal Nik Mahmud (1st July 2009 – 30th June 2012) 6. Ybhg. Prof. Datuk Dr. Mizan Hitam (1st September 2012 – 31st August 2017)
7. Ybhg. Assoc. Prof. Dr. Shamsul Jamili Yeob (1st September 2017 – 31st August 2018)
8. Ybhg. Assoc. Prof. Dr. Zulkifli Hasan (1st October 2018 – present) – Deputy Rector (Student Development and Community Engagement)
BACKGROUND
4
VISION AND
MISSION 02
FUNCTION 03
SECRETARIAT
1. Secretariat for the Student Affairs Committees.
2. Secretariat for Council of Principals.
3. Secretariat for managing the Student Development and Community Engagement report for Board of Governors.
4. Secretariat for managing the Student Development and Community
Engagement report for Senate Meeting.
PUBLIC RELATION
1. Liaise with relevant government and non-government agencies on student development and activities.
2. Preparation of necessary reports to be submitted to necessary agencies.
STRATEGIC
OBJECTIVES 04
ORGANISATIONAL
STRUCTURE 05
ORGANISATIONAL CHART
EDC
CITRA STADD
ODRSDCE FOB DSU
CCSC IWON SDC CENSERVE
Retired on 31st August 2020
STRATEGIC PLANNING
06
PESTEL ANALYSIS
POLITICAL
TECHNOLOGY ENVIRONMENT
SOCIAL ECONOMY
LEGAL
Mercury is the closest planet to the Sun and the smallest one in the Solar System—it’s only a bit larger than our Moon. The planet’s name has nothing to do with the liquid metal since it was named after the
Roman messenger god, Mercury
NO ISSUE RISK / OPPORTUNITY
1. POLITICAL
1) Political interference • Direct networking with alumni and former staff (opportunity)
• Factions among students (risk)
(create a harmonious student environment) (actively monitor students’ activities)
2. ECONOMY
1) Budget cut • Cannot run planned program (risk)
(solicit own funds)
• Cannot upgrade and maintain facilities (risk) (upkeep of existing facilities)
• Lesser number of students can benefit (risk)
(ensure programmes are able to cater to all students
with minimal expenditure)
NO ISSUE IMPACT / RISK
3. SOCIAL
1) Staffing issues
2) Less students integration
3) Increase in mental health cases among students 4) Influence of negative and deviant culture and
teachings
• Inefficient running of programs and services (risk) (diversify staff portfolio)
• Failure to achieve IIUM mission (risk)
(organize programmes that integrate students)
• Disruption in studies that affect students’ duration of study (risk)
(periodical campaigns/awareness)
• Increase of incidence related to mental illness (risk)
(identification of potential sufferers)
• More students will be influenced by the negative culture (risk)
(task force to monitor students’ affairs)
NO ISSUE IMPACT / RISK
4. TECHNOLOGY
1) WIFI
2) Non-integrated system
3) Outdated technology (ie :STARS)
• Affect negatively work efficiency and productivity (risk)
(integration of systems to boost work output)
5. ENVIRONMENT
1) Students accessibility to facilities 2) Provision of good facilities
• Students with disabilities are not able to partake in certain students activities (risk)
(campus upgrade)
• Increase in disruption of planned activities (risk) (explore possibilities of utilising others’ facilities)
• Jeopardize safety of users (risk)
(scrutinise viability of planned programmes)
NO ISSUE IMPACT / RISK
6. LEGAL
1) Non compliance to UBBL 1991 Section 34 (A) and MS 1184 : 2014
2) Non adherence to university rules and regulations
• Jeopardize safety of users (risk) (ensure campus compliancy to ruling)
• Affect the implementation of the IIUM Disability Inclusion Policy (risk)
(ensure campus compliancy to ruling)
• Increase in number of disciplinary cases (risk) (establish an SDEC task force)
• Affect students’ duration of study when
punishment is being imposed (risk)
(explore other forms of punitive actions)
SWOT ANALYSIS
1.
Dedicated and experienced staff2.
Experts in niche are (debate, sports, entrepreneurship counseling and career, community services3.
Internationally and nationally recognised students’ achievements1.
Establish more industrial collaboration2.
Promoting internal expertise to generate income and strengthen visibility3.
Establish engagement with the surrounding IIUM Community1.
Shortage of competent staff in certain areas (clinical area)2.
Insufficient funds to maintain and upgrade facilities3.
Non-integration of IT support system1.
Increase in mental health cases among IIUM students2.
Diminishing Islamic image among IIUM graduatesSTRENGTHS
WEAKNESSES
OPPORTUNITIES THREATS
STRATEGIES TO ACHIEVE – STRATEGIC OBJECTIVES
S1
Establish and enhance services that support academic development as well as students’ spiritual, physical and overall wellbeingEnrich students’
S2
experience and performance by providing adequate physical space, facilities and equipment that ensure safe and conducive environments
S3
Develop students’ Islamic character, international outlook, marketability, entrepreneurial skills and positive leadership qualities through on and off campus learning programmes Promote community engagementS4
as well as a culture of professionalism in respect of students’ self-image, attitude, skills, knowledge and social ethics
Percentage of students satisfied with the support services for development
of spiritual, physical, mental and overall
wellbeing
60%
S1 Establish and enhance services that support academic development as well as students’ spiritual,
physical and overall wellbeing
INDICATOR TARGET
1. Survey to be answered by all students (1
academic year) 2. Number of
improvements implemented
INITIATIVES/PLANNING
ANALYSIS
INITIATIVES PIC TARGET
COMPLETION
Survey to be answered by all
students ODRSDCE December 2020
Number of improvements
implemented ODRSDCE Q1 2021
Percentage of students that feel IIUM has provided adequate physical space,
facilities and equipment ensuring safe and conducive environments
(rated 4 and above)
60%
S2 Enrich students’ experience and performance by providing adequate physical space, facilities and
equipment that ensure safe and conducive environments
INDICATOR TARGET
1. Introduce new facilities / upgrade new existing
facilities
2. Introduce new credited COCU / programmes 3. Ensuring compliance
to OSH and other statutory requirements
INITIATIVES/PLANNING
ANALYSIS
INITIATIVES PIC TARGET
COMPLETION
Introduce new facilities / upgrade of
existing facilities SDC, STADD Q1 2021 Introduce new
credited COCU /
programmes STADD Q1 2021
Ensuring compliance to OSH and other
statutory requirements
ODRSDCE Q1 2021
1. Percentage of students employed by multi- national companies
2. Percentage of students exposed to structured entrepreneurship curriculum and co-curriculum 3. Number of Strategic Industrial Engagement on Graduate Employability (North and South – Heavy
and Engineering Industries)
4. Percentage of graduating students (final semester) participating in the Fly High programme 5. Number of students who obtained recognitions /
awards at national and international level
1. 25%
2. 80%
3. 6 engagements
4. 60%
5. 500 students
S3 Develop students’ Islamic character, international outlook, marketability, entrepreneurial skills and positive leadership
qualities through on and off campus learning programmes
INDICATOR TARGET
1. Organise special programmes and industrial engagement locally and internationally for graduating students 2. Organise Entrepreneurship Acculturation
programmes
3. Strategic collaboration with Industries 4. Strategic collaboration with K/C/D/I/OM 5. Organise workshops and programmes for
students achievements
INITIATIVES/PLANNING
ANALYSIS
INITIATIVES PIC TARGET COMPLETION
Organise special programmes and industrial engagement locally and internationally for
graduating students
CCSC December 2019
Organise Entrepreneurship
Acculturation programmes EDC December 2019
Strategic collaboration with
Industries and K/C/D/I/O/M CCSC December 2019 Organise workshops and
programmes for students achievements
All offices under
the purview December 2019
1. Number of community engagement programmes organised
2. Percentage of involvement in University Social Responsibility (BUDI / Waqf Time) projects 3. Number of programmes geared towards SDG
1. 250 programmes 2. Staff – 10%, students -
3. 250 programmes25%
S4 Promote community engagement as well as a culture of professionalism in respect of students’ self-image,
attitude, skills, knowledge and social ethics
INDICATOR TARGET
1. Ensure all programmes are geared toward SDG
2. Organise and collaborate programmes with relevant authorities
