ODRSDCE Strategic Planning 2019-2023

LEADING THE CHANGES
2019-2023

TABLE OF CONTENTS

01 02 03

ABOUT IIUM ABOUT ODRSDCE KHAIR, GRADUATES ATTRIBUTES,
STRATEGIC AREAS AND OBJECTIVES

04 05 06

ACCELERATING TRANSFORMATION ROAD MAP, HIGH TOUCH RECONFIGURATION
PLAN AND STRATEGIC INITIATIVES COMMUNITY ENGAGEMENT &
2019-2020 STRATEGIC INITIATIVES 2021-2023

01About IIUM

IIUM JOURNEY

The SP2 Road Map I IIUM 40th IIUM
Establishment of Anniversary 16th
2007- Century
IIUM 2015 of Hijra

1983 2001 2013- 2019- 2021 2023 2040 2077
- 2020 2020 –

2010 2022

SP1 SP3 Road Map II



Vision

Inspired by the worldview of tawhid and
Islamic philosophy of the unity of
knowledge as well as its concepts of
holistic education, the University aims
at becoming a leading international
centre of excellence in education,
research and innovation which seeks to
restore the dynamic and progressive
role of the ummah in all branches of
knowledge for the betterment of
human life and civilisation.

THEREBY,
CONTRIBUTING TO THE
IMPROVEMENT AND UP-GRADING
OF THE QUALITIES OF HUMAN LIFE
AND CIVILISATION.

IIUM Mission Statement (IIICE)

1. To undertake the special and greatly needed task of reforming the contemporary Muslim mentality and
integrating Islamic Revealed Knowledge and Human Sciences in a positive manner;

2. To produce better quality intellectuals, professionals and scholars by integrating the qualities of faith (iman),
knowledge (`ilm), and good character (akhlaq) to serve as agents of comprehensive and balanced
progress as well as sustainable development in Malaysia and in the Muslim world;

3. To foster the Islamicisation of the ethics of Muslim academic and administrative staff of IIUM, and certain
aspects of human knowledge - particularly in the social sciences and humanities - with the view to making them
more useful and more relevant to the Muslim Ummah;

4. To nurture the quality of holistic excellence which is imbued with Islamic moral-spiritual values, in the
process of learning, teaching, research, consultancy, publication, administration and student life;

5. To exemplify an international community of dedicated intellectuals, scholars, professionals, officers and
workers who are motivated by the Islamic world-view and code of ethics as an integral part of their work culture;

6. To enhance intercultural understanding and foster civilization dialogues in Malaysia as well as across
communities and nations; and

7. To develop an environment that instils commitment for life-long learning and a deep sense of social
responsibility among staff and student.

IIUM Anthem ‘Leading the Way’

Leading the way Enlightening the Sharing the wisdom Internalising the spirit
future of Islam

Relying on Revelation Readiness to excel Merging faith and Carrying the roles of
and reason and prevail (We shall knowledge Khalifah (We are the
excel we shall prevail)
khalīfah)

Fulfilling the Amanah Making this world a Upholding the culture Realising the meaning
(We will fulfil the better place (Together, of learning (Forever of rahmatan lil ‘alamin
amānah) let’s make the world a expand the culture of (IIUM is to realise the
meaning of rahmatan
better place) Iqra’)
lil ‘alamin)

IIUM 7 Missions
(IIICE)

Intellectual, FPK JERIHAS
Educational and
Social Functions of

University

Sustainable UNESCO Pillars of
Development Goals Education

Graduate Attributes KHAIR and FAST

GKV and LDW Maqasid al-Shari'ah

SAF

1 Faith Life Intellect Wealth Lineage

HUMANISING
EDUCATION

2 Vision and Mission
3
Vision Statement 7 Mission Statements
Learning to know

Learning to do Accredited academic ● Non-credited extra-curricular
Learning to live together programme ● Student clubs
● Societies
Learning to be Formal Academic ● Sports
Learning to become 4 Structure
5 Non-Formal Student Life

6 Bi’ah Pedagogy Social Facilities Support System

Murabbi, Assessment, Masjid, Mahallah, Library, Labs, IT, Financial, SU/SRC,
TAs (LAs, Demo etc) Community Classrooms, Learning & Counseling, Alumni,
Maker spaces, WiFi etc HR, Visa etc

7 Falsafah Pendidikan Kebangsaan Balanced Graduate (JERIHAS)
Khalifah, Amanah, Iqra’, Rahmatan lil-‘Alamin



02ABOUT ODRSDCE

BACKGROUND

The office was established way back in 1983 and the followings were the Deputy Rectors in charge of Students:

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)

AS OF 13TH SEPTEMBER 2021

Retired on 31st August 2020

COUNCIL OF PRINCIPALS











KHAIR , GRADUATE 03
ATTRIBUTES,

STRATEGIC AREAS &
OBJECTIVES

Balanced Intellectual : Public intellectual,
Graduates reformist mind, balanced worldview,
KHAIR devoted to scholarly pursuits
Physical : Healthy / active and
Khalifah, sustainable lifestyle
Amanah, Iqra
and Rahmatan Spiritual: True to faith, manifest
Lil’alamin good akhlaq/ adab in action

Emotional : Emotional stability,
ability to touch people’s hearts

UNIVERSAL PROFESSIONAL SPIRITUAL KNOWLEDGEABLE
&ETHICAL
• Multilingual • Team Player • Acquire Islamic
• Multi-cultural (Ukhuwwah) • Tawhid-Oriented Knowledge
• Universally • Patience and
• Volunteer • Uphold Islamic
Presentable • Well balanced/ perseverance (sabr Worldview
and istiqamah)
Temperance, • Accountable, • Recite the Qu’ran
Justice, Excellence Authentic and (Qira’at al-Qur’an)
(Wasatiyyah) Reliable with Tajweed
• Skilled • Humanitarian
communicator • Humble and • Well acquainted with
• Research Know How Respectful their respective
• Technology savvy • Sustainability Mindset disciplines
• Exposed to industry • Courageous and
• Academically Sound Confident • Understand
Islamisation and
Relevantisation

o nurture Insan Sejahtera (a balanced and harmonious person), equipped with useful knowledge and specialised skills, and
committed to Islamic values and practices imbued with integrity, Amanah, Iman, Akhlaq and Taqwa

SDCE1: Students Wellbeing SDCE2: Student Activism SDCE3: Student Support
including spirituality and and Empowerment and Welfare
Character Building

SDCE4: Student Activities, SDCE5: Entrepreneurship SDCE6: High Touch
Credited and Non-credited and Career Prospect Community Engagement
Co-curriculum and Social Experience
SDCE8: Sustainable
SDCE7: Conducive Lifestyle and Campus SDCE9: Leadership, Skills and
Facilities and Environment Experience Talent Development
(Biah Solehah)



ACCELERATING 04

TRANSFORMATION PLAN
AND STRATEGIC

INITIATIVES 2019-2020

STRATEGIC FOCUS AREAS 4. SOCIETAL WELL- 3. RESPONSIBLE RESEARCH &

BEING & VALUE INNOVATION

CREATION • Maqasid Shariah Outcome-based Solution

• Transformed and Social Well-being • Transdisciplinary, Quintuple Helix Collaboration and
SDG-based Research
(this world) and Hereafter – People,
Nation and Businesses • Generation of new knowledge
• Contribution to societal well-being (this world) and
• Maqasid Shariah based Peace,
Justice and strong Institutions Hereafter , and wealth creation

04 03

5. INSTITUTIONAL 2. BALANCED STAFF

SUSTAINABILITY 05 Humanising 02 • Khalifah of Allah/ Leading the Way
Education • Murabbi
• Self-sustain • Taqwa, Amanah, Accountability,
through
• Wealth creation & Maqasid Justice
distribution Shariah and • Wisdom
Sustainable
• Campus Sustainability Development • Global Referral

6. GLOBAL 06 01 1. BALANCED

RELEVANCE GRADUATES

• Awards and Recognitions • Khalifah of Allah

• Institutional Reputation • Adab, Akhlaq, Taqwa, Amanah
• Ranking and Rating • Job Creator and employable

• Employer Reputation

STRATEGIC ECOSYSTEM

3/25/22

29

3/25/22 FAITH LIFE INTELLECT LINEAGE WEALTH

STRATEGIC
FRAMEWORK

30

PHYSICAL INTELLECTUAL EMOTION SPIRITUAL

VISION IIUM aims at becoming a leading international centre of educational excellence which seeks to restore the
dynamic and progressive role of the Muslim Ummah in all branches of knowledge and intellectual discourse

MISSION Integration, Islamisation, Internationalisation and Comprehensive Excellence

STRATEGIC DIRECTION HUMANISING EDUCATION THROUGH MAQASID AL-SHARI’AH AND SUSTAINABLE DEVELOPMENT
(2019-2020)

STAKEHOLDER S1: BALANCED PERSON S3: BALANCED INSTITUTION
Balanced graduates Harmonious community
S2: S4:
Balanced staff Institutional
sustainability

ORGANISATIONAL PROCESS TEACHING, RESEARCH AND SERVICES TRANS-DISCIPLINARY
COLLABORATION
P1: P2: P3:
Impactful learning culture Responsible research High impact community P4:
High impact trans-disciplinary
& experience & innovation transformation (BUDI)
& QHM collaborations

INTEGRATED ECOSYSTEM AND EFFECTIVE RESOURCE MANAGEMENT

P5: P6:
Value-based ecosystem & services Manage resources & productivity

with good governance

ORGANISATIONAL AGILE DIGITAL CAPABILITY & PHYSICAL FACILITY TALENT COMPETENCY IMBUED WITH IIUM CORE VALUES
READINESS
LG1: LG2: LG3: LG4:
Sustainable digital Sustainable campus Talent management & Islamisation of Human Knowledge

Info-structure competency enhancement (IOHK) capability enhancement

31

INTERNALISE IIUM CORE VALUES: TAQWA, AMANAH, ACCOUNTABILITY and ADIL

ODRSDCE VISION A leader in providing students with transformative university experience in becoming holistic graduates
with balanced personalities

ODRSDCE MISSION To develop students’ potential through inclusive quality services and co-curricular activities enhancing personal
wellbeing, entrepreneurial skills leadership qualities and community engagement)

STRATEGIC DIRECTION HUMANISING EDUCATION THROUGH MAQASID SHARIAH AND SUSTAINABLE DEVELOPMENT
(NURTURING HOLISTIC STUDENTS WITH ISLAMIC VALUES & GLOBAL RELEVANCE)

STAKEHOLDER BALANCED PERSON BALANCED INSTITUTION

S1: S2: S3:
Balanced students Harmonious community Institutional sustainability

TEACHING, RESEARCH AND SERVICES TRANS-DISCIPLINARY
COLLABORATION
INTERNAL PROCESS P1: P2:
Strengthen community transformation P3:
Enhance innovative & effective student
programme High impact trans-disciplinary
development programmes & learning ecosystem & QHM collaborations

INTEGRATED ECOSYSTEM AND EFFECTIVE RESOURCE MANAGEMENT

P4:
Improve productivity, optimisation of

resources & wealth creation

AGILE DIGITAL CAPABILITY & PHYSICAL FACILITY TALENT COMPETENCY IMBUED WITH IIUM CORE VALUES

LEARNING & LG1: LG3: LG4:
GROWTH Enhance sustainable digital
Optimize talent management & Enhance Islamisation of Human
Info-structure
competency enhancement Knowledge (IOHK) capability

INTERNALISE IIUM CORE VALUES: TAQWA, AMANAH, ACCOUNTABILITY and ADIL

STRATEGIC INITIATIVES 2019-2020

Strategic Measure Baseline Target Progress Progress
Objective 2018 2019
76% 75.9% 2020
S1: S1.1 Percentage of Graduate 2019 2020 84.5% (tracer study)
Balanced Employability NEW 80% 80% 5%
78.68%
Students S1.3 Percentage of students obtained 11.8%
recognitions/ awards at national and
international level 5% 10%

S4 : S4.2 Sejahtera Matrix NEW 50% 75% 45% 45%
Harmonious 200 250 300 317 137

Community a) 5%
b) 20%
P3 : P3.2 Number of outreach programmes/
High-touch projects/ activities for surrounding and
external community.
community (IIUM Sejahtera Flagship)
engagement P3.3 Percentage of involvement in
University Social Responsibility
(BUDI) (BUDI/Waqf Time) projects.

a) Staff a) 10% a) 15% 7% -
b) 25% b) 30% 42% 4.73%
b) Student

PERSPECTIVE: STAKEHOLDER

Strategic Baseline Target Accountability Progress
Objective (for Strategic (As of
Measure 2018 Strategic Initiative
S1: 76% Initiative) December 2020)
Balanced S1.1 Percentage of Graduate 2019 2020
students Employability 14500 80% 80%
students
q Total number of undergraduate 15500 16500 q Organize q EDC 23, 779 students
students exposed to structured students students
entrepreneurship curriculum and co- Entrepreneurship
curriculum. Acculturation
programmes.

PERSPECTIVE: STAKEHOLDER

Strategic Baseline Target Accountability Progress
Objective 2018 (for Strategic (As of
Measure NEW Strategic Initiative
S1: Initiative) December 2020)
Balanced q Strategic Industrial Engagement on 2019 2020
students Graduate Employability (North and q CCSC 2 strategic
South – Heavy and Engineering 6 6 q Strategic collaborations
Industries) engagement engagement q
collaboration with - CCSC managed
For the year 2020, the North (MNC - (MNC – Industries. to initiate strategic
engagement planned in January 2020 collaboration with
was not able to be materialized due to North) South) Strategic TCS Consultancy.
unforeseen circumstances and was collaboration with
harder with the outbreak of COVID-19 K/C/D/I/Os. - CCSC also
and enforcement of MCO since March managed to
2020.
initiate strategic
collaboration with
SKYMIND Sdn.
Bhd. In July 2020.

PERSPECTIVE: STAKEHOLDER

Strategic Baseline Target Accountability Progress
Objective 2018 (for Strategic (As of
Measure Strategic Initiative
S1: Initiative) December 2020)
Balanced 2019 2020
students
q % of graduating students (final 50% 50% 50% q Collaboration with q CCSC 68.9%
semester) participating in the Fly
High Programme. Before this, Before this, q companies. CCSC managed to
the target is q Strategic conduct Virtual Fly
Fly High 9.0 which is scheduled on 60%, after the target is High 8.0 programme
December 2020 postponed to 2021 looking at 70%, after Collaboration with from 20th – 28th July
since students are preparing their final the Quality looking at K/C/D/I/Os.
examination. Objective of Intensive 2020.
CCSC, they the Quality 687/1000 students
requested to Objective of promotion participated in this
change the
CCSC, they programme.
target requested to
accordingly. change the

target
accordingly

PERSPECTIVE: STAKEHOLDER

Strategic Measure Baseline Target Strategic Initiative Accountability Progress
Objective 2018 (for Strategic (As of
S1.3 Percentage of NEW 2019 2020
S1: students who obtained 5% 10% Initiative) December 2020)
Balanced recognitions/ awards at 15 students
students national and international
level
.
q Number of students
who excel at national 15 students 20 students q Organize workshop q STADD 39 students
and international level; for all potential
5 students
i) Students leaders. (ie : Young (PEMBINA)
Global Leaders) 4 students

q Encourage (ATS)
clubs/societies to 30 students
participate in any
(YGL)
competitions (ie :
Anugerah Tokoh

Siswa)

ii) Student athletes 3 student athletes 5 student athletes 8 student athletes q Daily training q SDC 11 student
q Encourage athletes

clubs/socieities to
participate in any
competitions (ie :

MASUM)

PERSPECTIVE: STAKEHOLDER

Strategic Baseline Target Accountability Progress
Objective 2018 (for Strategic (As of December 2020)
Measure 2019 2020 Strategic Initiative
NEW Initiative)

S1: q Number of students 400 students 500 students q Participation in debate q IWON 381 students
Balanced and public speaking.
participating in intellectually
students challenging debate and

oratory programmes

Due to the MCO, campus
based programme with high
number of participants were not

organised

q Number of awards won in 60 awards 70 awards 70 awards q Weekly debate and q IWON 43 awards

intellectually competitive public speaking training
debate and oratory events sessions in intensifying

at national and students skills.
international level. q Participation in debate

Due to the MCO, the number of and public speaking
debate and public speaking
competitions and
competitions was considerably programmes.
less

PERSPECTIVE: STAKEHOLDER

Strategic Baseline Target Accountability Progress
Objective (for Strategic (As of December 2020)
Measure 2018 Strategic Initiative
S4 : NEW Initiative)
Harmonious S4.2 Sejahtera Matrix 2 activities 2019 2020
community 50% 75%
q Number of activities
involving quality IIUM 4 activities 5 activities q Internalization of values q CENSERVE 3 activities
professionals in through community i. Sekolahku
community based
projects. engagement. Universitiku Project
q Outreach to Muslim and ii. Gombak Membaca

non-Muslim community. Project

q Collaboration with external iii. Community
parties on SDG projects. Engagement Gallery

Project

q Number of high-impact 2 events 4 events 4 events q IIUM Public Debate Series q IWON 5 events
(Youth Engaged)
and visible events that
is open for public

engagement.

PERSPECTIVE: ORGANISATIONAL PROCESS

Strategic Measure Baseline Target Strategic Initiative Accountability Progress
Objective (for Strategic (As of
P3.2 Number of outreach 2018 2019 2020 q Review and improvise
P3: programmes/projects/activities 200 250 300 existing modules based Initiative) December 2020)
High-touch for surrounding and external on needs and
community community. requirements.
engagement
(BUDI) q To get more clubs under
BUDI to participate.
q Programmes/projects/activities
organized for surrounding and q Organizing signature
programmes for schools.
external community;
q Organize CSR
i. CENSERVE NEW 150 175 programmes with related q CENSERVE 125 programmes
25 30 welfare centre, schools q STADD (CENSERVE)
ii. STADD NEW 60 70 and focused community. q IWON
15 25 5 programmes
iii. IWON 40 q Community Outreach q K/C/D/I/O (STADD)
Programme.
iv. K/C/D/I/Os NEW 7 secondary schools
(IWON)

* For IWON, target 70 was number

of schools, not number of
programmes

PERSPECTIVE: ORGANISATIONAL PROCESS

Strategic Measure Baseline Target Strategic Initiative Accountability Progress
Objective 2018 (for Strategic (As of
P3.3 Percentage of involvement 2019 2020
P3: in University Social Initiative) December 2020)
High-touch Responsibility (BUDI/Waqf Time)
community projects. q STADD 675 students
engagement q CENSERVE
(BUDI)
q IWON
a) Staff 5% 10% 15% q Encourage K/C/D/I/O to
b) Students 20% 25% 30% organize community q CCSC
10% 15% service programme.
q Percentage of staff engaged in 5% q SDC
25% 30% q Organizing signature q EDC
community based programmes for schools.
organizations.
q Organize CSR
q Percentage of students 20% programmes with related
engaged in community based welfare centre, schools
and focused community.
organizations.
q Collaboration with
*Total number of our students : relevant authorities.

14373 (as of July 2019) q Coordinate with active
*Total number of our staff : 4993 IIUM Volunteers.
(as of July 2019)
q Organize community
- Academic : 1973 outreach programme.
- Administrative – 3020

IIUM ROAD MAP, HTCE & 04
STRATEGIC INITIATIVES

2021-2023



IIUM Roadmap Strategic direction
Strategic outcomes
• In 3D form, the
framework formed Strategic focus areas
into several layers Institutional initiatives
representing
different Enabling
components of the ecosystem
framework. Institutional culture

Institutional
principles

STUDENT DEVELOPMENT AND
COMMUNITY ENGAGEMENT
STRATEGIC OBJECTIVES
High Touch Community Engagement

SI-1: SI-2: SI-3:

IMPLEMENTING THE IIUM COMMUNITY STRENGTHENING IIUM COMMUNITY DESIGNING AND IMPLEMENTING
ENGAGEMENT FRAMEWORK DEVELOPMENT IIUM ACCESSIBILITY ROADMAP
. .

HIGH TOUCH COMMUNITY ENGAGEMENT

Strategic Initiative Measurement Office in Charge
Producing IIUM community engagement policy CENSERVE
1.1 : Formulating and implementing the IIUM community
engagement governance and policy CENSERVE
SDC
1.2 : Initiating and designing community engagement projects Establishment of community engagement gallery
with Alumni, NGOs, NGIs, corporate bodies, government CENSERVE

agencies and institutions IWON
CENSERVE
Establishment of cruyff court
Peduli Asli Initiatives ARD
CCSC
Sejahtera Leadership Project STADD
Singgah Sedeqah Project

Alumni Projects

Chit Chat Counselors
IIUM Mahabbah Programmes

HIGH TOUCH COMMUNITY ENGAGEMENT

Strategic Initiative Measurement Office in Charge
1.3 : Implementing community engagement mobility programmes CENSERVE Mobility programmes CENSERVE
STADD
Cultural Exchange programmes STADD

1.4 Initiating Koperasi Mahallah and Sejahtera Shop Implementation of Gap Year COPS and EDC
1.5 : Implementing and enhancing Waqf Time system
Establishment of Koperasi Mahallah STADD
Establishment of Sejahtera Shop
COPS
Waqf Hours by IIUM students

1.6 : Intensifying Gombak Sejahtera project

Implementing programme on Academic and Skill Acceleration for
Underprivileged Children

1.7 Publication of IIUM community engagement toolkit and Producing Community Engagement Toolkit CENSERVE
guidebook

HIGH TOUCH COMMUNITY ENGAGEMENT

Strategic Initiative Measurement Office in Charge
EDC
2.1 Developing and implementing Sejahtera Entrepreneurship Business Capacity Building
IKSPRENEUR Entrep Educators programmes EDC
FOB
Special Projects by EDC CENSERVE
STADD
2.2 Establishing Community Emergency Response Team Establishment of CERT IIUM
2.3 Strengthening IIUM community development Initiating Community Research Based SDC

2.4 Enhancing Sejahtera Sports for All Projects by CITRA
Young Global Leaders project

Introducing IIUM Para Games
Showcasing IIUM Indigenous Games
Finalist of Green Gown 2021
Sejahtera Sports Discourse
Readiness of SOPs during Pandemic
International Conference on Sports for Sustainable
Development

HIGH TOUCH COMMUNITY ENGAGEMENT

Strategic Initiative Measurement Office in Charge
3.1 Enhancing employability skills among OKU graduates DSU
Internship programme with LexisNexis
Organising High Power Talk
Collaboration with CCSC on graduate employability

3.2 Enhancing employability skills among OKU graduates Career and Entrepreneurship Programmes for OKU DSU & CCSC

STRATEGIC
INITIATIVES

2021-2023