• •

APA – Academic Performance Audit COPIA – Code of Practice for Institutional Audit COPPA – Code of Practice for Programme Audit


• PART A: General information on UPM • PART B: Information on the nine areas of evaluation for quality assurance • PART C: Self-review report


Name of Higher Education Provider (HEP)

Universiti Putra Malaysia

U. was established on 4 October 1971. The renaming was done on 15 March 1998.Date of Establishment Universiti Putra Malaysia. (A) 106/1998 (15 March 1998) . Approval Reference Number • Universities and University Colleges 1971 – P. previously known as Universiti Pertanian Malaysia. (A) 106 (20 October 1971) • Universities and University Colleges 1971 – P.U.

my . Datuk Dr. Abdullah Vice Chancellor Universiti Putra Malaysia nc@putra. Nik Mustapha bin R. Title and Designation of the Chief Executive Officer

Sarawak . Box 396 97008 Bintulu. O.Name and Address of Branch Campus Universiti Putra Malaysia Bintulu Sarawak Campus Nyabau Road P.

1 2 3 4 5 Name of Faculty/School/ Department/Centre Faculty of Agriculture Faculty of Forestry Faculty of Veterinary Medicine Faculty of Economics and Management Faculty of Engineering Number of Programmes Offered 5 2 1 3 8 6 7 8 9 Faculty of Educational Studies Faculty of Science Faculty of Food Science and Technology Faculty of Human Ecology 11 2 2 5 2 10 Faculty of Modern Languages & Communication .List of Faculties and Number of Programmes Offered as of 31 December 2008 (1) No.

List of Faculties and Number of Programmes Offered as of 31 December 2008 (2) No. Name of Faculty/School/ Department/Centre Number of Programmes Offered 4 6 1 2 2 11 Faculty of Design and Architecture 12 Faculty of Medicine and Health Sciences Faculty of Computer Science and Information Technology Faculty of Biotechnology and Biomolecular 14 Sciences 13 15 Faculty of Environmental Studies Faculty of Agriculture and Food Sciences 16 (Universiti Putra Malaysia Bintulu Sarawak Campus) 6 .

Name of Faculty/School/ Department/Centre Number of Programmes Offered 56 4 17 School of Graduate Studies 18 Graduate School of Management Centre of Foundation Studies for Agricultural Science 19 1 18 141 20 Centre for External Education TOTAL NO.List of Faculties and Number of Programmes Offered as of 31 December 2008 (3) No. OF PROGRAMMES OFFERED .

Total Number of Academic Staff as of 31 December 2008 Status Academic Qualification PhD Master Bachelor Diploma Professional* Others Sub-total Number of Staff Local 849 418 0 0 110 0 1377 0 239 304 0 0 0 543 1920 Foreign 49 8 0 0 10 0 67 0 0 0 0 0 0 0 67 Full-time Part-time PhD Master Bachelor Diploma Professional ? (ada *) Others Sub-total Total Total 898 426 0 0 120 0 1444 0 239 304 0 0 0 543 1987 * Masters in Medical Speciality/MRCP/MRCPath .

Total Number of Students as of 31 December 2008 Number of Students Undergraduate Total Local Foreign Local Foreign Postgraduate Total Total Fulltime Male Parttime Fulltime Female Parttime Total 5570 1193 11892 2227 20882 34 0 48 0 82 5604 1193 11940 2227 20964 2032 0 3167 0 5199 1572 3604 0 0 9208 1193 879 4046 15986 0 0 2227 2451 7650 28614 .

Purpose of Audit

The purpose of this comprehensive Academic Performance Audit (APA) is to obtain the status of Self-Accrediting Institution.



1. 2. 3. 4. 5. 6. 7. 8. 9.

Vision, mission, educational goals and learning outcomes Curriculum design and delivery Assessment of students Student selection and support services Academic staff Educational resources Programme monitoring and review Leadership, governance and administration Continual programme quality improvement


1.3 1.4

Statements of Vision, Mission and Educational Goals Participation in the Formulation of Vision, Mission and Educational Goals Academic Autonomy Learning Outcomes

1.1 Statements of Vision, Mission and Educational Goals (1) Vision:
To become a university of international repute

To be a leading centre of learning and research, contributing not only towards the creation of wealth and nation building but also towards universal human advancement and discovery of knowledge

1. 2.1 Statements of Vision. 3. Mission and Educational Goals (2) The 10 UPM Goals Four educational goals 1. To strengthen UPM as a centre of excellence in agriculture education and research . To produce quality graduates who are competitive and resilient To enhance the quality of UPM students through inculcation of soft skills To transform UPM into a renowned research university 4.

To enhance a quality management system based on good practice 4. Mission and Educational Goals (3) Six supporting goals 1.1. To strengthen UPM through alumni involvement . To manage human capital and work environment effectively 3. To make UPM fully connected based on information and communication technology 6. To broaden and strengthen UPM network with industry and society 2. To efficiently generate and manage the financial resources of UPM 5.1 Statements of Vision.

upm. Annual Reports. • Electronic media: website (http://www. academic of Vision. Buku Panduan Fakulti. Mission and Goals • Print media: Pelan Strategi UPM 2001-2010 (Semakan 2007). & Putra FM Radio • In-service training • UPM workshops • Meetings • Staff and alumni associations . etc.

community education and research involvement. ethical values and leadership Social responsibility. and leadership . Mission. research attainment. research attainment. Educational Goals And Learning Outcomes (1) EDUCATIONAL GOALS AND RELATED LEARNING OUTCOMES Educational Goals To produce quality graduates who are competitive and resilient To enhance quality of UPM‟s students through inculcation of soft skills To transform UPM into a renowned research university Learning Outcomes Social responsibility. research excellence in agriculture attainment.Vision. community involvement. ethical values and leadership Research attainment and leadership To strengthen UPM as a centre of Social responsibility. community involvement. Other relevant UPM publications (e.g. 2007) UPM Annual Reports (since 2000) UPM website (http://www. diaries. Mission. 2005) UPM Strategic Plan (Rev. Educational Goals and Learning Outcomes (2) REFERENCE MATERIALS • • • • • • UPM Strategic Plan 2001-2010 UPM Strategic Plan (Rev. posters and faculty prospectus) .

1. alumni. other government agencies. academic and non- academic staff • External stakeholders: MoHE. employers. sponsors and education loan providers. Mission and Educational Goals (1) Principal Stakeholders • Internal stakeholders: students. academic experts and statutory bodies .2 Participation in Formulation of Vision.

employer surveys.2 Participation in Formulation of Vision. student exit surveys . industrial market surveys .1. Mission and Educational Goals (2) Involvement of Principal Stakeholders • Academic programme committees or Faculty Advisory Committee • Board of Directors – approves the strategic plan • Senate – approves academic policies and programmes • University staff associations and representatives of professional bodies • Feedback from industrial training programmes • Alumni tracer studies.

2 Participation in Formulation of Vision. community representatives Involvement of these stakeholders • meetings • discussions • exchange of visits • feedback Frequency of review • once every three years • when necessary .1. external assessors/examiners. academic partners. Mission and Educational Goals (3) Other stakeholders • business partners. NGOs.

1. certificates and other academic distinctions Clause 20(5) of the Constitution Senate may delegate any of its duties.3 Academic Autonomy (1) Policy for Curriculum and Allocation of Resources • Section 20(4) of the Constitution Control and responsibility of Senate for the general direction of instruction. functions and responsibilities to any of its members or a committee consisting of its members or any other authorities • . and the determination and award of degrees. research and examination. diplomas.

centres.1. academies and institutes are also responsible for the development and review of curriculum and/or allocation of resources .3 Academic Autonomy (2) • Clause 21(3) of the Constitution Faculties. schools.

3 Academic Autonomy (3) Right and Responsibility to Formulate Academic Programmes Faculties. centres and schools are given the right and responsibility to design their curriculum in accordance with relevant requirements and needs in order to meet their targets. .1.

3 Academic Autonomy (4) Criteria and Input for Allocation of Resources • • • • • • Academic staff planning Current number of enrolled students Number of new student admissions New programme proposals Lecturer-student ratio in the field of study Relevant teaching and learning facilities and equipment .1.

1.3 Academic Autonomy (5) Franchising Programmes • UPM has franchised five diploma and two bachelor degree programmes to six private Higher Education Institutions (HEIs) • Franchising carried out in accordance with UPM Rules (Academic) 2003 Amendment 2005 • Selection of private HEIs based on conditions set by UPM • Site visit to premises by UPM quality control committee • Report of visit is tabled for Senate approval • Quality control committee makes yearly assessments and reports findings to Senate for follow-up actions .

PPL) • Faculties are responsible for academic aspects of the franchised programmes • Teaching and learning process is monitored by PPL and corrective actions taken when necessary • Private HEIs are required to obtain accreditation status from the MQA .3 Academic Autonomy (6) Management of Franchised Programmes • Franchised programmes are managed by the Centre for External Education (Pusat Pendidikan Luar.1.

1.3 Academic Autonomy (7) Policies and Practices in Teaching and Learning • To ensure that the teaching and learning process is consistent with the curriculum. and Quality Management System (QMS) procedures and guidelines . specifically Chapter IV on Teaching and Learning. UPM requires its academic staff to adhere to the Universiti Putra Malaysia Rules (Academic) 2003.

.3 Academic Autonomy (8) • Inconsistencies between teaching and learning process and curriculum are redressed through implementation of corrective and preventive actions as stipulated in QMS procedures.1. • Academic staff are required to prepare teaching plans for courses before beginning of each semester and conduct courses as planned.

1. QMS audit and financial audit are also used to review resource allocations. .3 Academic Autonomy (9) Resource Allocation Review Process The process for reviewing resource allocation is either top-down or bottom-up and involves decisions made at the following meetings: • The University Board of Directors • The University Management Committee • Faculty/Institute/School Management • Department/Research Laboratory • Management Review Committees Recommendations from management audit.

1. Outside Employment 4(1) of the Act • Policies of the Employment Guidelines of UPM • Lecturers‟ Charter • UPM Work Ethics • Letter of Undertaking • Oath of Integrity in Public Service .3 Academic Autonomy (10) Policies on Conflict of Interest Conflicts of interest are addressed according to: • Statutory Bodies (Discipline and Surcharge) Act 2000(Act 605) .Part II Code of Conduct.

1.4 Learning Outcomes (1) Expected Competencies and Attributes of Graduates • • • • • • • • • Knowledge in the discipline Psychomotor/Practical/Technical skills Critical thinking and scientific approach Communication skills Social skills and responsibility Professionalism. values. attitudes and ethics Lifelong learning and information management Managerial and entrepreneurial skills Leadership skills .

responding.1. and evaluation • Psychomotor domain Perception. valuing. synthesis. guided response. • Affective domain Receiving. and internalising . and origination. overt complex response. set. mechanism. adaptation. comprehension.4 Learning Outcomes (2) Learning Domains • Cognitive domain Knowledge. application. analysis. organising.

4 Learning Outcomes (3) Soft Skills • • • • • • • Communication skills Critical thinking and problem solving Lifelong learning Teamwork skills Entrepreneurship skills Morals and professional ethics Leadership skills .1.

problem solving and decision making • demonstrate effectsive communication and social skills. psychological and ethical aspects of their workplace • practise good values.4 Learning Outcomes (4) Relationship between Learning Outcomes and Professions and Disciplines Our graduates will • contribute to a more knowledgeable and skilled workforce • be capable of critical thinking.1. cultural. attitude and ethics . as well as sensitivity to the social.

AREA 2 CURRICULUM DESIGN AND DELIVERY 2.1 Curriculum Design and Teaching-Learning Methods Curriculum Content and Structure Management of Programmes Linkage with External Stakeholders Articulation Regulations.5 .4 2. and Credit Transfer and Exemption 2.2 2.3 2.

• Each programme LO must be addressed by at least two core courses.2. learning taxonomies and soft skills • Each course in a programme must have a maximum of three most important LOs based on course requirements.1 Curriculum Design and TeachingLearning Methods (1) Guiding Principles for Curriculum Design 1. Alignment of LOs. • The LOs must be fairly distributed across the University. . core and elective courses.

Other guiding principles • Feedback from stakeholders • Panduan Penyediaan Program Baharu dan Penstrukturan Semula/Semakan Semula Kurikulum. EAC for Engineering.2.g.. MMC for Medicine.1 Curriculum Design and TeachingLearning Methods (2) Guiding Principles (cont‟d) 2. and MIA for Accountancy) . MVC for Veterinary Medicine. Edisi 20 Mei 2008 • Malaysian Qualifications Framework by the Malaysian Qualifications Agency • Reports from external assessors/examiners appointed by the Senate • Guidelines stipulated by professional bodies of specific programmes (e.

where programme objectives are mapped and aligned against courses.1 Curriculum Design and TeachingLearning Methods (3) Programme objectives are achieved through • proper design of the curricula. student learning times and course outlines as approved by the Senate • implementation of appropriate teaching and learning strategies. soft skills. methodologies and techniques which are geared towards student-centred learning • implementation of various and appropriate formative and summative course assessments .2. learning taxonomy.

2.1 Curriculum Design and Teaching-Learning Methods (4) • a quality management system in all faculties • monitoring strategies in the form of assessments and surveys conducted at university level so that appropriate intervention can be carried out for continual improvement .

laboratories. • compulsory co-curricular courses • industrial training . group discussions.2. feedback and interaction during classes. projects. presentations and seminars • SCL methods like Problem-Based Learning (PBL).1 Curriculum Design and Teaching-Learning Methods (5) Participation of Students in Learning Student participation is achieved through: • their involvement. field-work. Case Study. and Modular Approach in professional courses • the continuous assessment system which entails greater students participation in their learning. Project-Oriented Problem-Based Learning. tutorials. problem solving.

art and design and musical shows. field trips. competitions.1 Curriculum Design and Teaching-Learning Methods (5) Preparation for Lifelong Learning Emphasis is on • • skills ability to manage information through the use of ICT critical thinking. seminars. exhibitions. theatre. and investigative and problem-solving Opportunities for students to experience LL • handling case studies that enhance information-gathering skills • participating in and/or organising short courses. motivational talks. and co-curricular events .2. debates. cultural performances. workshops.

1 Curriculum Design and TeachingLearning Methods (6) Preparation for Student Knowledge Acquisition. projects and other experiential or hands-on learning aimed at mastery of skills • Co-curricular activities. to strengthen soft skills .2. including compulsory co-curricular courses. fieldwork. Personal Development and Social Responsibility Approaches employed • Academic lectures focusing on expansion of knowledge • Laboratory sessions.

and 25. 55-60% core courses. and 1525% humanities (MoHE) • 15-20% University courses.2.2 Curriculum Content and Structure (1) General Content Requirements Each undergraduate programme is regularly reviewed to address issues related to developments in knowledge and technology and to the needs of the country. Requirements taken into account • 40-60% concept and theory.30% elective courses (MPTN) • Recommendations of relevant professional bodies and various levels of curriculum committees in the University . 15-45% skills.

2 Curriculum Content and Structure (2) Inclusion of MultidisciplinaryTopics Multidisciplinary topics covering local. register for elective (minor/option) courses to complement the specialisation courses in their respective programmes . Basic Entrepreneurship (MGM 3180) and Agriculture and Man (PRT 2008) • when students. Ethnic Relations (SKP 2204). including the postgraduates enrolled in non-thesis programmes. national and/or international importance are covered • in compulsory courses for undergraduates: Islamic and Asian Civilisation (SKP 2203).2.

• Experience in different learning and teaching methods. • The depth of the programme outcomes is determined by the targeted level of the learning taxonomy.2. Seven LOs address the soft skills. further enhances the acquisition of practical and soft skills. • The elective component enriches students‟ skills.2 Curriculum Content and Structure (3) Inclusion of Practical. Two LOs address the intellectual and practical . Intellectual and Soft Skills • • skills. especially the SCL approach and internship.

2 Curriculum Content and Structure (4) Inclusion of Character Education Character education is incorporated through • courses related to professional ethics. citizenship and nationhood. and/or civilisation studies • co-curricular courses and activities. moral studies. and SCL activities Its implementation involves • monitoring done through The Survey of Soft Skills at entry. intermediate and exit levels to assess the values and attitudes of UPM students • intervention programmes arranged to ensure that the desired values and attitudes of UPM students are fostered .2.

research and examination. diplomas. .2. certificates and other academic distinctions. and the conferral of degrees.3 Management of Programmes (1) Terms of Reference (TOR) of Curriculum Committees The Senate •Acts as the highest academic body of the University •Responsible for the general direction of instruction.

structures and methods of delivery at a fixed interval To provide curricula that are appropriate based on demand To gather and coordinate current academic programmes To market academic programmes to the public and private sectors as well as internationally To study and identify the demand for new academic programmes • • • • .3 Management of Programmes (2) The University Curriculum Committee • To provide the curriculum a system of teaching and • learning that centres around the students To study the curriculum objectives.2.

structure. and course delivery method To prepare the training curriculum according to demand To coordinate the existing academic programmes To market the academic programmes to the private and public sectors at local and international levels To conduct surveys and indentify the demand for new academic programmes • • • • .2.3 Management of Programmes (3) The Faculty Curriculum Committee • To prepare the curriculum based on students centred • learning systems To review the curriculum periodically towards the objectives.

3 Management of Programmes (4) The University Graduate Studies Committee • To recommend policies pertaining to postgraduate studies for Senate approval • To recommend new programmes and courses or restructuring of programmes or courses for Senate approval • To approve applications for admission • To approve applications for transfer of programme/field of study .2.

2.3 Management of Programmes (5) • • • • • To approve appointments and re-constitution of supervisory committees To approve appointments of thesis examination committees To approve conversion to PhD programme or reversal to Master programme To recommend students for graduation to the Senate To act on any other matters as delegated by the Senate .

.3 Management of Programmes (6) Authority of the University Curriculum Committee In cases where conflicts of educational principles cannot be resolved.2. the Committee has the authority to recommend measures to the Senate for resolving the conflicts.

as well as QMS procedures and guidelines.3 Management of Programmes (7) Programme Implementation according to Goals Each faculty implements programmes according to specific goals. . • The Dean ensures that academic rules and regulations. are followed.2.

2.3 Management of Programmes (7) • The Head of Department/Programme Coordinator is responsible for ensuring that: − courses are conducted by lecturers who have expertise and competencies in the subject areas concerned − lecturers conduct courses according to course outlines − students receive the course outline that specify the LOs. methods of assessment and course materials − lecturers periodically evaluate students‟ performance − delivery of courses is evaluated .

• The input of the curriculum revision are obtained mainly from: − Market surveys − External assessors‟/examiners‟ reports − Exit surveys − Tracer studies − Accreditation process for professional programmes − Feedback from the industries . the faculty revises the curriculum every five years or as required.3 Management of Programmes (8) • To ensure that each programme meets its objectives.2.

and makes recommendations for continual improvement to the programme as specified by the QMS of respective faculties.2.3 Management of Programmes (9) • The faculty monitors and evaluates the running of the programmes. .

• Postgraduate students in programmes with thesis have their supervisory committee appointed by the respective graduate school after approval by the Senate.thesis programme are assigned a programme coordinator and/or project advisor.3 Management of Programmes (10) Student Supervision • Every undergraduate student is assigned an academic advisor upon registration as required by Academic Advisory System. .2. while postgraduate students in the non.

3 Management of Programmes (11) • Students with academic difficulties The lecturer will take appropriate action to rectify the problem. .2. • Students with poor CGPA − special programmes are conducted by the faculty − through the academic advisory/supervisory system. the academic staff provides guidance − students concerned are sent for counselling. given remedial courses and tutorials. and academic workshops (some of these actions are carried out in collaboration with the Residential College) • New students A compulsory Starting School programme helps students adapt quickly to campus life.

info-structure and facilities Limited suitable places for industrial training and internship .3 Management of Programmes (12) Discordance in Programme Management Possible causes • Insufficient experienced support staff and academic staff • • • Brain drain leading to shortage of needed expertise Inadequate infrastructure.2.

appropriate and conducive infrastructure. info-structure and facilities for studentcentred teaching and learning •Increasing the number of placements for industrial training and internship .2.3 Management of Programmes (13) Actions taken at different levels to minimise the effects of discordance •Reducing the shortage of staff •Minimising brain drain •Ensuring sufficient.

3 Management of Programmes (14) Mechanisms and Resources for Introducing Innovations in Teaching-Learning and Evaluation Methods • Centre for Academic Development (CADe) − courses and training programmes focusing on teaching and learning effectiveness − teaching evaluation by students − laboratory services evaluation − online lectures (e-kuliah) − learning management system (LMS) − R&D in teaching and learning − the Vice-Chancellor‟s Fellowship and the Anugerah Pengajaran Putra .2.

3 Management of Programmes (15) • Co-curriculum Centre − Starting School − Intermediate School − Finishing School .2.

government agencies and statutory bodies: members of a faculty‟s academic programme committees or Faculty Advisory Committee • The alumni: provide feedback regarding the relevancy of academic programmes.2.4 Linkages with External Stakeholders (1) Existing Links • The MoHE: the general requirements of academic programmes and approval • Academic experts and representatives from industries. • Industries and government agencies: industrial training for students and industrial attachment for staff Mechanism for establishment of linkages: MoUs/MoAs .

4 Linkages with External Stakeholders (2) Participation of External Stakeholders in Providing Feedback on Graduate Performance • Respondents in market surveys. tracer studies. employer surveys • Representatives who sit on the Board of Directors of UPM also provide feedback on graduate performance .2.

4 Linkages with External Stakeholders (3) Feedback for Curriculum Improvement Feedback is presented to the faculty‟s Academic Programme Committees or Faculty Advisory Committee. • Comments and suggestions are acted on by the Faculty to improve existing curricula or propose new programmes. • New curricula and existing curricula that undergo major revision are submitted to the MoHE for approval. • New or revised curricula are then presented to the University Curriculum Committee for approval. •New or revised curricula are presented to the Senate for endorsement.2. • .

the number of credits exempted for courses is not more than 50% of the total required for graduation. the number of credits exempted is not more than 30% of the total required for graduation.2. the number of credit hours exempted is not more than 30% of the total required for graduation. • For non-thesis postgraduate programmes. • For postgraduate programmes with thesis. and Credit Transfer and Exemption (1) Students from other HEPs • For undergraduate programmes.5 Articulation Regulations. .

5 Articulation Regulations. Additional regulations pertaining to postgraduate studies • Rule 7 of Universiti Putra Malaysia Rules (Graduate Studies) 2003 stipulates that a student from another HEP may apply for a transfer to an equivalent postgraduate programme at UPM.2. and Credit Transfer and Exemption (2) UPM students Credit transfer is based on course equivalent. approved by the Dean of the faculty/school concerned. . • Rule 24 allows a UPM student to apply for a transfer from a programme or field of study once during the duration of study.

AREA 3 ASSESSMENT OF STUDENTS 3.1 3.3 Relationship Between Assessment and Learning Assessment Method Management of Student Assessment .2 3.

1 Relationship Between Assessment and Learning  Compatibility of Assessment with Educational Goals and Learning Methods  Monitoring of Student Assessment  Integrated Curriculum Assessment  Inculcation and Assessment of Positive Attitudes .3.

Compatibility of Assessment with Educational Goals and Learning Methods • Student assessments compatible with educational goals and learning methods for undergraduate / graduate programmes • Nine programme LOs aligned with course LOs and student learning time • Suitable learning and assessment methods developed to suit course LOs • External assessors‟ reports ensure compatibility between assessment methods. learning goals and learning methods .

selfdirected learning Oral and written examination. viva. lecture.Compatibility of Assessment Methods with LOs and Learning Methods (1) Learning outcome/ Educational goal Learning method Assessment method (Examples) Knowledge Student-Centred Learning (SCL). tutorial. training. portfolio Psychomotor/ Practical/ Technical skills SCL. tutorial. portfolio self-directed learning . lecture. Practical / project lab practicum. practical report. observation.

tutorial. SCL. PBL (Problem-Based Learning). project / term paper. TeacherCentred Learning Critical thinking and (TCL). scientific approach practical.Compatibility of Assessment Methods with LOs and Learning Methods (2) Learning outcome/ Educational goal Learning method Assessment method (Examples) SCL. self-directed learning Communication skills Final examination. practical. scenario based case study . Seminar. case study. lecture. group work.

peer review. attitudes and ethics Group work.Compatibility of Assessment Methods with LOs and Learning Methods (3) Learning outcome/ Educational goal Learning method Assessment method (Examples) Social skills and responsibility Group work. practical training. clinical examination. outbound. industrial visit. log book. scenario-based case study Professionalism. values. portfolio. portfolio. observation. scenariobased case study Report. practical training. home visit . outbound. supervisory report. home visit Report. observation. industrial visit.

portfolio. study. portfolio. industrial training performance and report. industrial SCL. problem solving scenario-based case study Seminar. selfdirected learning . project basedfinal year project. group work. class participation. TCL. PBL.Compatibility of Assessment Methods with LOs and Learning Methods (4) Learning outcome/ Educational goal Learning method Assessment method (Examples) Lifelong learning and information management Assignment. case /practical /clinical training. scenariobased case study Managerial and entrepreneurial skills SCL.

peer industrial visit. practical training. Report. review.Compatibility of Assessment Methods with LOs and Learning Methods (5) Learning outcome/ Educational goal Learning method Assessment method (Examples) Leadership skills Group work. supervisory report. observation. scenario-based case study outbound. home visit .

study scheme.use of learning taxonomy. . . Deputy Deans and Department Heads • Mechanisms include: .verification of teaching plan.Monitoring of Student Assessment • To reduce curriculum overload and promote integrated learning • Monitored by Deans. and . SCL and soft skills .continuous assessment.

laboratory reports & presentations (60%) • Summative assessment – final examination (40%) • Students‟ cognitive. assignments.Integrated Curriculum Assessment • Addressing course LOs through continuous assessment (summative and formative) • Formative assessment – tests. affective and psychomotor abilities assessed through final year project .

and Co-curricular courses . Finishing School.Inculcation and Assessment of Positive Attitudes • Inculcated through academic and co-curricular activities • Attitudes also conveyed through specific courses (SKP 2101 and PRT 2008) • Appropriate strategies and psychometric tools also used • Role of CADe • Entry Level Soft Skills Assessment for new undergraduates for planning intervention programmes • Two credits of co-curriculum courses required • UPM Co-curriculum Centre conducts Starting School.

Corrective Measures and Appeal  Monitoring Reliability and Validity of Assessment .3.2 Assessment Methods  General Assessment Policy  Authorities Responsible for Assessment Policies  Attainment of Standards of Achievement and Performance  Meeting Standards of Achievement  Opportunity for Remediation in Performance  Assurance of Evaluation and Feedback  Institutional Initiatives for Student Remediation  Availability of Records of Performance for Feedback.

General Assessment Policy • Documents that contain policies. progression and graduation: Universities and University Colleges Act (AUKU) 2001 UPM Rules (Academic) 2003 UPM Rules (Graduate Studies) 2003 UPM Examination Guidelines Faculty Programme Guide Book and course outlines Viva Voce Guidelines Semester Time Table Guidelines Student-centred teaching and learning modules Quality Management System (QMS) . rules and regulations on course assessment.

) • Assisted by University Curriculum Committee and University Graduate Studies Committee • Senate Review Committee deliberates on requests for grade reviews • Postgraduate Review Committee reviews appeals of students .Authorities Responsible for Assessment Policies • University Senate (Section 20(4) of UPM Const.

Attainment of Standards of Achievement and Performance (1) • Undergraduate students – 2. programme assessors. and accreditation bodies ensure standards and quality . pass all compulsory subjects • Postgraduate students – 3.0 minimum final CGPA. pass viva voce (for thesis students) • QMS.0 minimum final CGPA.

Professional Accreditation Bodies Field of Study Engineering Accreditation Body Engineering Accreditation Council Board of Counsellors Malaysian Veterinary Council Board of Architects (ILAM) Malaysian Medical Council Malaysian Institute of Accountants Malaysian Nursing Board Guidance and Counselling Veterinary Medicine Architecture Landscape Architecture Medicine Accountancy Nursing .

Meeting Standards of Achievement • Faculty verifies examination results via Examination Results Verification Committee • Faculty submits results to Academic Division • Senate endorses the results • Standards audited by accreditation bodies • Improvements made based on recommendations / feedback from audit .

tutorial.Opportunity for Remediation in Performance • First course assessment conducted within 5th or 6th week of semester • Results of assessment released not later than two weeks after assessment • Remedial action taken for students who perform below expectations (e.g. guidance) .

Assurance of Evaluation and Feedback • QMS ensures evaluation conducted and feedback provided • Student evaluation of teaching includes item on evaluation and feedback .

Institutional Initiatives for Student Remediation • Every student is assigned an academic advisor • Residential colleges organise remedial sessions • Final year students with a CGPA of less than 2.0 allowed to re-sit final examinations • Medical programme – remedial weeks are scheduled .

Corrective Measures and Appeal • All records available for review at faculty • Answer scripts kept for a minimum of 1 year • Appeal policy .Availability of Records of Performance for Feedback.UPM Rules (Academic) 2003 and Examination Guidebook by University Academic Division (2007) • Postgraduate – may file for grade review not later than two weeks after results announced .

Monitoring Reliability and Validity of Assessment • Course assessments based on specified LOs • Final exam questions moderated and endorsed by Department Head (for franchise programmes – endorsed by programme coordinators) • Theses assessed by thesis exam committee which includes internal and external examiners • Periodical evaluation of final exam questions by external assessors • Periodical audits of professional programmes by relevant professional accreditation bodies .

Reliability and Fairness of the Examination System  Review of Assessment Methods  Involvement of Stakeholders in the Improvement of the Assessment System .3.3 Management of Student Assessment  Confidentiality and Security of Assessment Processes  Mechanisms to Ensure Validity.

Confidentiality and Security of Assessment Processes (1) • Final examination questions sealed and kept in faculty strong room with access only for authorised personnel • Invigilators can collect papers only one hour before examination • Only course lecturer/coordinator can key in results of each course • Student access to their online academic records are password protected .

School of Graduate Studies / Graduate School of Management (for graduate students). Centre for External Education (distance education students) • Only authorised personnel can access and manage records .Confidentiality and Security of Assessment Processes (2) • Academic records managed by University Academic Division (for undergraduate students).

Reliability and Fairness of the Examination System • The University Academic Division issues the Final Examination Notice (Notis Peperiksaan Akhir) which describes the conduct of the examination • Each faculty follows procedures related to the conduct of examinations specified in its QMS .Mechanisms to Ensure Validity.

.Review of Assessment Methods Lecturers are able to accommodate new methods of assessment. within the coursework component of their course. if necessary.

through surveys.through participation in related committees at various levels • Students . exit surveys and complaint forms provided at each faculty as required by the QMS .Involvement of Stakeholders in Improvement of Assessment System • External stakeholders – through a faculty‟s academic programme committee or Faculty Advisory Committee • Academic staff .

AREA 4 STUDENT SELECTION AND SUPPORT SERVICES 4.3 4.4 4.2 4.1 4.5 Admission and Selection Transfer of Students Student Support Services and Co-Curricular Activities Student Representation Alumni .

4.1 Admission and Selection  Admission Requirements and Dissemination Of Information  Additional Requirements at The National Level  Responsibility for Selection Policy  Technical Standards for Students with Special Needs  Determination of Student Intake Size  Appeal Mechanisms .

(ii) compulsory health insurance .Admission Requirements and Dissemination of Information (1) • Admission into foundation.9. diploma and bachelorlevel programmes subject to procedures and conditions stated by Ministry of Higher Education (MoHE) • Must also fulfil special requirements of the respective programmes offered by UPM • Admission into postgraduate programmes subject to conditions and procedures set by UPM • Two additional requirements for international students (Circular on Immigration – No. of Immigration): (i) compulsory medical exam. 2008. Dept. • Mass media • Brochures/pamphlets • Promotional activities .Admission Requirements and Dissemination of Information (2) Information on admission into UPM is disseminated through: • UPM website ( • MoHE website (www.

the candidate must: • be a Malaysian citizen • pass the Malaysian Educator Selection Inventory (MedSI) test and interview • pass a special test and/or interview for certain programmes • not be more than 30 years old .e. programmes i. Ed.Additional Requirements at National Level Additional requirements for B.

but subsequent selection for Bachelor‟s programmes done by UPM .Responsibility for Selection Policy (1) • UPM Senate and MoHE responsible for undergraduate selection policy • Policy on science-arts ratio is 60: 40 but with leeway to adjust percentage of Science students • Selection method determined and implemented by MoHE • Admissions application to be made online and centralised at MoHE • Selection also by joint-selection committee • Foundation in Agricultural Science students selected by MoHE.

e. Committee for International Student Intake) • Postgraduate candidates are selected for admission by each faculty or institute • Results of selection processes are tabled at the Senate meeting for endorsement .Responsibility for Selection Policy (2) • UPM‟s own selection criteria and procedures for Bachelor of Design (Architecture) graduates applying for Bachelor of Architecture • UPM selects its own international candidates directly via its Academic Division (i.

toilets and ramps at certain locations .Technical Standards for Students with Special Needs • UPM currently has no technical standards for admission of students with special needs • UPM provides facilities for such students including parking space.

Determination of Student Intake Size (1) • Undergraduate student intake size determined by ratios specified by: Human Resource Planning (Academic) IPTA 2008-2015 feedback from tracer studies on student employability government directives current capacity of the University other regulatory requirements .

Lecturer 1:5 • Student intake for programmes without thesis capped at about 30% of total student population .Associate Professor 1:7 .Professor 1:10 .Determination of Student Intake Size (2) • A faculty can adjust student intake size subject to Senate endorsement • Postgraduate enrolment projected to reach 13.000 by 2015 with a 1:1 postgraduate-undergraduate ratio • Recommended ratios for quality postgraduate supervision in programmes with thesis .

UPM Student Enrolment based on Human Resource Planning (2008 – 2015) 18000 16000 14000 No. of Student 12000 10000 8000 6000 4000 2000 0 2008 2009 2010 2011 2012 Year 2013 2014 2015 Diploma / Foundation Undergraduate Postgraduate .

Appeal Mechanisms (1) • Undergraduate admission application results are announced via mail or UPM and MoHE websites • Unsuccessful candidates may appeal through MoHE eappeal system within 10 days of announcement of results • Candidates who appeal can submit two choices of programme • Appeals are considered by the PHEI-MoHE Co-selection Meeting • Unsuccessful postgraduate candidates may appeal in the following semester by writing to the Dean. Centre of External Education . School of Graduate Studies / Graduate School of Management or the Director.

Evaluation of Selection Methods (1) • UPM strives to make its selection methods compliant with social responsibilities (no age limit for lifelong learning) human resources requirements (in line with national human capital needs) entry qualifications (candidates without minimum admission requirement but with relevant work experience) • UPM evaluates effectiveness methods by reviewing demographic and academic data of students. . and conducting exit surveys and tracer studies to match programmes to national human capital needs.

Evaluation of Selection Policies

• Admission policies evaluated based on national needs, the NEP, meritocracy policy, capacity as higher education provider, and other set requirements. • Postgraduate admission criteria reviewed by faculty/institute particularly in relation to elevation of entry qualifications. • A faculty/institute proposing adjustment to postgraduate admission policy must present it to the University Graduate Studies Committee and subsequently for Senate endorsement.

Remedial Programmes

• UPM provides remedial courses to students who do not meet the minimum level of technical competence. • Students lacking competence in English must enrol in English proficiency courses as specified in the UPM Rules (Academic) 2003 • International postgraduate students with TOEFL score between 500-549 or IELTS Band 5.5 may be given provisional admission but must obtain a minimum grade of B in the Tertiary English Programme

Changes to Student Intake Size and Composition
• Changes in size and composition of undergraduate student intake are presented to the MoHE-PHEI Consolidation of Enrolment Projection Committee upon Senate approval. • Size and composition of postgraduate student intake based on UPM Strategic Plan, the National Higher Education Strategic Plan and the MyBrain 15 initiatives.

4.2 Transfer of Students

 Mechanisms for Course Exemptions  Comparable Achievement of Transfer Students  Mechanisms for Student Transfer

Mechanisms for Course Exemptions (1)
• Transfer students given course exemptions by taking into account: - previous experience - qualifications obtained from another programme and the credits accumulated • The faculty to which the student is transferred assigns an academic advisor to assist the student in all academic matters including course exemption • The faculty reviews and deliberates on applications for course exemption by the third week of the first semester of study

Mechanisms for Course Exemptions (2) • Undergraduate course exemption is considered only for similar or equivalent courses with a minimum grade of C+ • The maximum total exemption allowed is 30% of the total credits of the new programme • Course exemption on a course-by-course basis and not overall programme • Course exemption application may be made only once throughout programme duration .

Mechanisms For Course Exemptions (3) • Postgraduate students changing programme or field of study may apply for course exemption and provisions are: .courses are relevant to programme of study credits exempted are for equivalent university courses subject to a minimum of „B‟ grade or 65% .total credits exempted shall not exceed 30% of total credits required for full-time programme .courses undertaken within five years from registration date at the university .

Mechanisms For Course Exemptions (4) .total credits exempted shall not exceed 50% of total credits required for a programme with thesis .course exemptions are approved by the Dean of School of Graduate Studies/ Graduate School Management. Director of Centre for External Education .

Comparable Achievement of Transfer Students To ensure comparability of student achievement to UPM standards. . the faculty scrutinises syllabi and assessment grades from previous institutions.

0 .are in good standing with a CGPA of at least 2.Mechanisms for Student Transfer (1) • Application for transfer of undergraduate students to another faculty is made through the Academic Division within two weeks after exam results are released • Final decision subject to approval of Deans of both faculties • Academic Division informs applicant within the first week of the subsequent semester • Transfer application can only be made by students who: .have completed wo semesters of study .

transfer takes effect the following semester .Mechanisms for Student Transfer (2) • Students on „Warning‟ or „Probation‟ allowed to apply for programme transfer without course exemptions and are considered as new students • New postgraduate students may apply for transfer of programme or field of study not later than second week of first semester • Continuing students may apply for such a transfer not later than 10th week of second semester. If approved.

Mechanisms for Student Transfer (2) • A transfer application within first two semesters is subject to approval of the Dean of the School of Graduate Studies or Graduate School of Management • Any application after two semesters of study is not allowed except under special circumstances approved by the University Graduate Studies Committee • Such a transfer is allowed only once and students may apply for course exemptions .

Confidentiality and Effectiveness of Counselling and Support Services  Support Services Staff Qualifications  Additional Support Programmes  Accessibility and Effectiveness of Career Counselling Services  Mechanisms to Identify Students in Need of Spiritual.4.3 Student Support Services and Co-curricular Activities  Accessibility. Social and Academic Support . Psychological.

personal and discipline problems • Counselling services available at both Serdang and Bintulu campuses and accessible via interactive electronic service . Confidentiality and Effectiveness of Counselling and Support Services (1) • Counselling and support services provided by Student Affairs Division for student learning and development • The International Office in association with the Student Affairs Division provides non academic support services to international students • Counselling and Careers Section provides individual and group counselling to address academic.Accessibility.

Bengkel Jom Bersahabat.Accessibility. and Stress Management and Relaxation Techniques • Confidentiality of student services safeguarded through the Registrar‟s office and respective service providers • Counselling information subject to Malaysian Counselling Act (580) • 14 UPM student counsellors with counsellor-student ratio of 1:1. Bengkel Penetapan Matlamat. Confidentiality and Effectiveness of Counselling and Support Services (2) • e-Guidance and Counselling (e-BIKA) includes Outreach Programme.250 which exceeds MoHE requirements • Students generally satisfied with counselling and career services as well as other support and co-curricular services .

.Support Services Staff Qualifications Recruitment of support service staff adheres to the Malaysian Public Services Department‟s Schemes of Service for qualified professionals.

and NGOs . research institutes. foreign embassies.Additional Support Programmes • External organisations that participate in student support programmes on campus: The Royal Malaysian Police via Student Police Voluntary Corp (SUKSIS) The Malaysian Armed Forces through the Reserved Officers Training Unit (PALAPES) The Ministry of Youth and Sports assists UPM Rakan Muda programmes • Other external organisations that provide support include government agencies.

Accessibility and Effectiveness of Career Counselling Services • Counselling services accessible at the Counselling and Careers Section via walk-in and online (e-BIKA) modes • The section also conducts job recruitment events and career carnivals involving various agencies .

Mechanisms to Identify Students in Need of Spiritual. Psychological. Social and Academic Support (1) • QMS helps identify students who perform poorly • Students referred to appropriate parties • Undergraduate academic performance monitored through Academic Advisory System • Academic advisor advises students on academic matters and helps resolve problems • Postgraduate students‟ academic performance monitored through the Internet Graduate Information Management System (iGIMS) .

residential college principals . and social support are channelled to: .Director of the Islamic Centre .counsellors . Psychological. psychological.medical officers . Social and Academic Support (2) • Students in need of spiritual.Mechanisms to Identify Students in Need of Spiritual.

4.4 Student Representation Policies on Student Participation in the Teaching-Learning Process Student Self-Government .

Policies on Student Participation in the Teaching-Learning Process
• UPM emphasises student participation in the teaching-learning process through SCL • Students contribute to SCL development via feedback on its implementation, effectiveness and assessment methods every semester through University Teaching-Learning Committee surveys • Postgraduates receiving GRA, S-GRA and GRF assist in undergraduate teaching/ tutoring, finalyear project supervision and demonstrations

Student Self-Government

• UPM encourages student self-government and participation in activities of governing bodies through the Students‟ Representative Council • Students‟ Representative Council gives feedback on university policy pertaining to students‟ academic performance and welfare • Students represented in the Student Welfare Committee as required in the AUKU 1971 (Pindaan) 2009 Subsection 21(1) • Students are involved in organising university, residential college and faculty activities

4.5 Alumni

Role of Alumni in Curriculum Development, Achievement of Learning Outcomes and Future Direction of UPM
• Role of UPM alumni is articulated in Goal 10 of UPM Strategic Plan 2001-2010 (Revised 2007) • Alumni provide feedback on curriculum design and development via the faculty‟s Academic Programme Committee or Faculty Advisory Committee • UPM Alumni Centre conducts annual tracer study to gauge employability of graduates • Tracer study findings assist UPM in assessing achievement of LOs

Role of Alumni in Curriculum Development, Achievement of Learning Outcomes and Future Direction of UPM (2)
• Alumni Centre maintains a large database accessible for alumni participation in curriculum development and extending of expertise in teaching and research • The Pak Rashid Foundation under UPM Alumni financially assists needy students • The Alumni Mentorship Programme provides the platform for alumni to assist students in soft skills acquisition and career pathways • Alumni facilitate UPM networking with industries and local/international organisations


2 Service and Development .AREA 5 ACADEMIC STAFF 5.1 Recruitment and Management 5.

5.1 Recruitment and Management  Staff Recruitment Policies and Requirements  Frequency of Policy Review  Academic Staff Profile  Recruitment Strategies  Influence of Improvements Made to Policy on Staff Recruitment .

Staff Recruitment Policies and Requirements Staff Recruitment Policies and Requirements • Based on the Service Scheme as specified by the Government • UPM imposes special requirements for the appointment of academic staff such that a lecturer must have a PhD qualification or its equivalent (for those in the fields of architecture and medicine) .

Frequency of Policy Review Government‟s staff recruitment policy is reviewed twice since 2006 .

Academic Staff Profile UPM strives to employ academic staff with the range and balance of teaching skills. specialisations and qualifications required to deliver academic programmes .

Adjunct Professor.Recruitment Strategies (1) • prospecting for staff • providing attractive service scheme offering better starting salary schemes for PhD holders • recognising professional experience and qualification • disseminating clear promotion criteria • instituting online job application procedures • implementing QMS for appointment and promotion • new service schemes introduced for researchers are Research Fellow. and Postdoctoral Fellow . Fellow Consultant.

Influence of Improvements Made to Policy on Staff Recruitment (1) Improvements made to the recruitment policy has raised the quality of academic staff .

1200 1000 Number of Lecturers 939 863 773 974 1018 800 600 400 200 0 2004 2005 2006 Year 2007 2008 Number of Lecturers with PhD or Equivalent .

0 .Teaching Evaluation Percentage of Academic Staff with a Teaching Score of 3.5 or More on a Likert Scale of 5.

Teaching Evaluation Average Teaching Score of Academic Staff on a Likert Scale of 5.0 .

Total Number of Citations of Journal Articles .

Results of Improved Staff Recruitment • Increase in number of PhD Students graduated (doubled in 2008 compared to 2004) • Increase in number of students graduated with first class honours (almost doubled in 2008 compared to 2004) .

Promotion and Tenure  Academic Staff to Student Ratios in Staff Recruitment Policy  Staff Appraisal Policy  Teaching Responsibilities of Academic Staff and Workload Distribution .2 Service and Development (1)  Criteria and Procedures for Initial Appointment.5.

5. Research and Service Contributions  Policy on Consultancy and Private Practice  Continuing Professional Development Programmes  Mentoring System for Staff  Incentives for Participation in Staff Development Programmes .2 Service and Development (2)  Policy on Recognition and Reward for Teaching.

2 Service and Development (3)  Incentives for Participation in Professional Bodies  Major Community Service Activities of Staff and Incentive Given  National and International Recognition of Staff Members .5.

Promotion and Tenure • Based on QMS procedure • Criteria for tenure • Serve a minimum of one year in UPM • Pass the Induction Course • Obtain recommendation by Head of Department and Dean .Criteria and Procedures for Initial Appointment.

Academic Staff to Student Ratios in Staff Recruitment Policy The UPM Strategic Plan specifies that academic staff-student ratios in 2010 as: • 1:10 for undergraduates • 1:4 for postgraduates .

Number of Academic Staff and Students. and Ratios Item Category of Academic Staff: Professors Associate Professors Senior Lecturers/Lecturers TOTAL Category of Students: Undergraduates 23 226 22 146 20 250 18 592 17 544 101 352 794 1 247 150 349 801 1 300 166 291 793 1 250 172 304 852 1 328 200 349 895 1 444 2004 2005 Year 2006 2007 2008 Postgraduates TOTAL 5 098 28 324 1:22 3 657 25 803 1:19 4 533 24 783 1:20 6 859 25 451 1:19 7 650 25 194 1:17 Ratio: Staff–Student Staff–Undergraduate Staff–Postgraduate 1:19 1:4 1:17 1:3 1:16 1:4 1:14 1:5 1:12 1:5 .

input (10%) Research .Staff Appraisal Policy • • • • • • • • • Teaching load (20%) Supervision (10%) Research .output (20%) Professional services (20%) Personal qualities (10%) Leadership (5%) Contribution to society and nation (5%) *Clinical (where applicable) (5%) – with weight for supervision reduced to 5% .

Assoc.Teaching Responsibilities of Academic Staff and Workload Distribution • Teach 12 credits per academic session (less loads for those holding administrative positions) • Supervise post graduate and/or undergraduate student research project (number of student postgraduate supervision according to categoryProfessor: 10. Lecturer:5) and undergraduate between 3-10 students . Prof : 7.

Research and Consultant • Financial incentives for published articles . promotions to positions of senior lecturer.Policy on Recognition and Reward for Teaching. and the Vice Chancellor‟s Fellowship Awards and other Fellowship Awards for Best Lecturer. Research and Service Contributions • Recognition of excellence is given to staff in the form of Service Excellence Awards. associate professor and professor.

Policy on Consultancy and Private Practice • Established procedures for obtaining approval and implementing consultancy projects • For private medical practices. UPM adopts the Surat Pekeliling Ketua Setiausaha Bil 5 Tahun 2006: Tatacara Pelaksanaan Pegawai Perubatan dan Pergigian Berdaftar Melakukan Pekerjaan Luar (Lokum) .

Continuing Professional Development Programmes Staff is required to attend minimum of seven days of training per year that includes: • Seminars • Professional attachment • Sabbatical leave • Subspecialty training • Postdoctoral attachment .

workshops. symposium.Staff Participation in Development Programmes No 1 Activity 2004 Competency Level Assessment (PTK) Compulsory participation in staff development such as LO workshops (starting 2006) Sabbatical leave with full pay and allowance Lecturers attending international conferences. seminars. courses Minimum 7 days per year compulsory inservice training 180 2005 249 2006 163 Year 2007 152 2008 310 Total 1054 2 - - 2098 2812 1893 6803 3 20 18 10 33 37 118 4 70 105 124 153 230 682 5 - 3080 2294 6433 4522 16329 .

Mentoring System for Staff • UPM encourages a culture of mentoring by senior researchers/academics • Enforced in Research University Grants Scheme under Initiative 5 for new lecturers • Junior staff are instituted into supervisory committees for postgraduate students in which senior academics serve as Chairs .

Incentives for Participation in Staff Development Programmes No. and registration fees shop provided Sabbatical Leave Subspecialty Leave (only for medical lecturers) Postdoctoral Attachment Professional Attachment Full pay plus allowance Study leave benefits Study leave benefits Full pay plus allowance . 1 2 3 4 5 6 Programme Competency Level Assessment (PTK) Incentives Tenure. food and lodging Seminar/Conference/Work allowances. promotion and salary advancement Travel.

Community Service Activities


Major Community Service Activities

Date State Level

UPM Staff Participation (Number of Staff)
14 academic staff 24 support staff 17 academic staff 36 support staff 22 academic staff 57 support staff

Community Participation (Number of Staff)

Klinik Pengembangan dan Hari 1. Bersama Pakar Pertanian UPM at Peserai, Batu Pahat, Johor Seminar JKKK dan Hari Bersama 2. Pakar Pertanian UPM at Pekan District, Pahang PUSPATANI & Hari Terbuka 3. Bersama Pakar Pertanian UPM at Jeli District, Kelantan National Level Preview Bengkel Usahawan 4. Cendawan Bersama Utusan – Mega
5. Bengkel Usahawan Kambing bersama Utusan Malaysia – Mega

4 Sept. 2007 24-25 Nov. 2007 6 June 2008

102 participants

500 participants

325 participants

18 May 2008 14 -15 June 2008 15 -19 June 2008 18 June 2008

2 academic staff 12 support staff 3 academic staff 12 support staff 13 academic staff 62 support staff 6 academic staff

220 participants 150 participants

International Level International Conference on 6. Agricultural Extension Protem Global Extension 7. Association

252 participants 11 experts (international)

National and International Recognition of Staff Members (1)

Recognition of Staff at National and International Level (2)


6.1 Physical Facilities 6.2 Research and Development 6.3 Educational Expertise 6.4 Educational Exchanges 6.5 Financial Allocation

52 10. 9.00 20.1 Physical Facilities Land area (Hectares) 1023.50 4. Selangor Branch Campus in Bintulu. 3. Hydroponics Research Station in Genting Highlands 4.6. 1.00 6. University Agriculture Park in Puchong Research Forest at Ayer Hitam Forest Reserve. 6.35 No.50 .25 3186. 4. Sarawak Research Station in Semenyih Research Station in Batang Kali Research Station in Bukit Fraser Research Station in Cameron Highlands 7.00 715. 8. Puchong Marine Research Station in Port Dickson Total 162.96 0.69 1248. 5. Location Main Campus in Serdang.23 1. 2.

90 1552.10 2895.90 193.Current and Projected Physical Facilities for Educational Purposes Educational Resources Academic and research facilities Farms and forest* Facilities for Students * Exceeds Needs Available 2008 (Hectares) 93.10 .00 441.00 1343.10 Theoretical Needs by 2015 (Hectares) Unmet Needs by 2015 (Hectares) 56.90* 249.00 150.

Engineering and Technology Laboratories and Workshops • Greenhouse .Programmes requiring workshop or laboratory support include: • Computer Laboratories • Language and Mass Communication Laboratories • Medical Teaching and Veterinary Hospitals • Teaching Farms and Field Laboratories • Science.

Staff Strength Category of Staff Academics Professors Associate Professors Senior Lecturers/Lecturers Tutors Language Teachers & Instructors Subtotal Non-Academics Administrative and Professional Staff Contract & Temporary Staff (Non-Academic) Supporting Staff (Technical and Administration) Subtotal TOTAL Number 200 349 895 543 38 2 025 523 884 2 786 4 193 6 218 .

Library Resource Sharing and Access Mechanism • • • • • Perpustakaan Sultan Abdul Samad Faculty of Medicine and Health Sciences Faculty of Veterinary Medicine Faculty of Engineering Bintulu Sarawak Campus .

Perpustakaan Sultan Abdul Samad • Total collection of 618.000 full text online journals and about 930. maps.000 volumes of books. microforms.000 titles of online theses and dissertations • Won the Science Direct Top Usage Award for 2003.000 print journals and 60 online databases which provide access to about 40. 2007 and 2008 . 2006. films. journals. 2004. sound recordings. video tapes and slides • Subscribes to about 3.

921.326.424.31 visual Journal Online databases RM 3.670.226.390.599.34 RM 6.29 RM 3.26 .365.040.969.417.271.38 RM 3.908.065.60 RM 4.56 RM 7.48 RM 4.34 RM 5.Expenditure on Library Materials Type of material 2006 2007 2008 Books & audio RM 3.067.360.357.247.

Amenities for Students • • • • • • • • • 17 residential colleges Sport facilities Bank and Post Office Food Courts University Health Centre Mosque Book Stores Bus Services Wireless Connections .

Plans to Improve Facilities for Development of Teaching Practices • Upgrading lecture rooms and facilities to accommodate the requirement of SCL • Upgrading of ICT for greater accessibility • Use of Learning Management System (LMS) called Putra LMS • Conducting courses for lecturers to reinforce teaching and learning .

6.2 Research & Development  Research Facilities and Major Research Programmes  New Tropical Agriculture  Centre of Excellence  Research Output  Strategies to Incorporate Research in Curriculum and Teaching  Strategies to Incorporate Research with Teaching and Learning .

Research Facilities & Programmes (1) • Top recipient of research grants among the local universities (RM 298 million for 1725 projects from 2006-2008) • Research University Grant Scheme (RM 32. materials and infrastructure (20 million) • International certification for Certified BioSafety Laboratory Level-3 (BSL-3) and ISO17025 accreditation fro testing and calibration .2 million for 431 projects from 2007-2009) • Obtain sophisticated equipment.

Agri-Bio and Biotechnology • Multi and Inter-disciplinary Cutting Edge Research .Research Facilities & Programmes (2) • Programme on Ethics in Research • Policy on Scientific Misconduct in Research • QMS Certification for Research Management and University Commercialisation • Centres of Excellence • Research on New Tropical Agriculture.

10. 9. Centre of Excellence Family. Housing Sustainable Consumers Catalysts Science and Technology Environment Forensic Wireless and Photonics Networks Health Engineering Human Ecology Science Environmental Studies Engineering Agriculture and Food Sciences . 2.Centres of Excellence No. and Children Ruminant Diseases Faculty Human Ecology Veterinary Medicine 3. 4. 7. 1. Wildlife Airborne Observatory Food Safety Veterinary Medicine Forestry Food Science and Technology 6. 11. 5. Adolescent. 8.

The growth and yield enhancer • ZAPPA .Infectious Bursal Disease Vaccine • Fibre Duplexer Module .V4-UPM Heat resistant strain • MyVAC UPM93 .The rice seeds germination enhancer • Fowl Pox Vaccine .Research output includes: • Vita-Grow .Tissue culture adapted • Newcastle Disease Vaccine .

341 Books. 90 Book Chapters. 790 Conference papers. 1434 Non-cited journals.Others. 519 Cited journals. 219 Academic Publications (2007) .

Number of Patents as of February 2008 .

50 45 40 47 35 30 25 20 15 10 5 0 28 International Research Awards National Research Awards Number of R&D Awards Received in 2008 .

Strategies for Fostering Interaction between Research and Educational Activities • Encourage staff to engage in research projects • Most undergraduate programmes require students to conduct research projects • Encourage lecturers and students to disseminate research findings by participating in seminars and conferences • Organise annual Design. Research and Innovation exhibitions .

Initiatives for Engaging Students in Research Financial schemes to attract postgraduate students: • Graduate Research Fellowship (GRF) • Graduate Research Assistant (GRA)/ (Special GRA) • Research Assistant (RA) .

e..6.g. • Learning Outcomes and Soft Skills Initiatives • Learning Styles and Teaching Strategies • Student-Centred Learning Approaches • Assessment and Monitoring of Learning Outcomes • Graduate Supervision Workshop .3 Educational Expertise Policy: Academic staff have to attend courses on current teaching and learning methodologies.

4 Educational Exchanges  Policy on collaboration with other international and national providers on research activities  Policy on collaboration on staff and student exchange  Policy and practice on transfer of credits  Authority to direct resources to regional and international corporations .6.

5 Financial Allocation Consolidated Income and Expenditure of UPM (2004-2008) Sources of Funds Government Grant 2004 2005 2006 2007 (RM million) 417 441 586 2008 329 737 Other Income* Total Income Less : Expenditure Surplus/ (deficit) 178 507 593 (86) 174 591 560 31 182 623 579 44 194 780 650 130 250 987 799 188 .6.

Average Cost per Student (2004-2008) Year 2004 2005 2006 Cost per Student (RM) 21.424 .218 21.029 22.674 2007 2008 27.743 32.

60 457.00 32.Allocation of Development Fund Activities Equipment New building Infrastructure and upgrading Total (RM million) 201.47 Percentage 29 66 5 .

Total Funding for R&D&C Activities (2004-2008) .

Income from R&D&C Activities (2004-2008) .

Income from Consultancy Activities (2004-2008) .

Grants and Scholarship .Type of Assistantship Graduate Research Assistantship (GRA) Graduate Research Fellowship (GRF) PGD (University Postgraduate Research Scholarship Scheme) Special Graduate Research Assistantship (S-GRA) Number of Application 216 1573 37 Number Approved 124 590 19 Percent Approved 57 38 51 435 421 97 Student Applications for Loans.

1 7.2 Mechanisms for Programme Monitoring and Review Involvement of Stakeholders .AREA 7 PROGRAM MONITORING AND REVIEW 7.

7.1 Mechanisms for Programme Monitoring and Review     Evaluation of academic programmes Monitoring of performance and outcome data Strategies for addressing concerns Outcome indicators for evaluating programme effectiveness  Enhancement and refinement of evaluation activities  Strategies for measuring graduate competencies  Use of feedback from programme review .

infrastructure. students. facilities. examination questions and answers. and related support systems • Academic Advisory Committee .experts in specific fields appointed for 3 years to evaluate curriculum.Evaluation of Academic Programmes (1) Input is obtained from: • External examiners/assessors . academic staff.It comprises industry captains and key personnel in private and public organisations who are able to provide input for the improvement of a programme .

quality and quantity of academic staff .financial resources and equipment .adequacy of infrastructure .relevancy of the curricula .Evaluation of Academic Programmes (2) • Professional Bodies Programmes reviewed and continuously monitored by accreditation bodies based on fulfilment of criteria such as: .students‟ entry requirements .

an International Advisory Panel consisting of deans and professors from business schools around the world evaluates and improves programmes offered .Evaluation of Academic Programmes (3) • International Advisory Panel At GSM.

Programmes with Accreditation and Assessment Frequency (a) Field of Study Bachelor of Engineering Veterinary Medicine Bachelor of Landscape Architecture Bachelor of Design (Architecture) Accreditation Bodies Engineering Accreditation Council Malaysia Malaysian Veterinary Council Institute of Landscape Architects Malaysia (ILAM) First Accredited 1980 1978 Frequency Every 5 years at discretion of MVC At discretion of ILAM 1996 Council of Architectural Education Malaysia 2006 Every 5 years .

Programmes with Accreditation and Assessment Frequency (b) Field of Study Master of Landscape Architecture Nursing Accreditation Bodies Institute of Landscape Architects Malaysia (ILAM) Malaysian Nursing Board First Accredited 2001 Frequency At discretion of ILAM Every 4 years 2006 Medicine Malaysian Medical Council Malaysian Institute of Accountants (MIA) 2005 Every 5 years At discretion of MIA Accountancy 1989 .

GSM and Centre for External Education (PPL) • .Monitoring of Performance and Outcome Data • • • • Survey to assess students‟ soft skills upon entry and at various stages of their study Exit Survey to gauge graduating students‟ satisfaction with their programmes of study and facilities provided by UPM Tracer Study to determine the employability of graduates six months after graduation Review of data on choices of programme by potential undergraduates obtained from the University Selection Unit (UPU) of MoHE Review of graduation data obtained from the School of Graduate Studies (SGS).

current and outgoing students • Career pathways .Strategies for Addressing Concerns (1) Concerns related to Academic Programmes • • • • Quality and relevancy of programmes and curricula Adequacy and quality of course assessment Teaching and learning facilities and environment Quality and competency of incoming.

to ensure relevance of curricula to current job market scenario .Strategies for Addressing Concerns (2) Strategies • Corrective and preventive actions taken based on reports on quality and relevancy of its programmes and curricula assessment teaching-learning facilities quality of the teaching-learning environment • Programmes reviewed at least once every five years.

Strategies for Addressing Concerns (3) • Effectiveness of corrective and preventive actions monitored at Faculty Management Review Meetings at least once a year • Admission criteria of incoming students and learning outcomes of courses reviewed periodically and revised when necessary • Students given counselling and advice on career prospects whenever needed via activities organised by the Student Affairs Division and Alumni Centre. .

Outcome Indicators for Evaluating Programme Effectiveness Undergraduate Target Achievement 2007 1:12 Key Performance Indicator Ratio of lecturer–students Percent students with entry qualification of minimum CGPA 3.0 or equivalent Number of programmes receiving accreditation from professional bodies Percent graduates employed within six months of graduation 2005 1:23 2010 1:15 - 80 75.02 .6 - 100 89 - 70 56.7 Percent international students 0.2 5 0.

1:1 1.0 or equivalent 2005 1:3 2010 1:4 75 Achievement 2007 1:6 65.88:1 .Outcome Indicators for Evaluating Programme Effectiveness Postgraduate Target Key Performance Indicator Ratio of lecturer–students Percent students with entry qualification of minimum CGPA 3.3 - 3.5 Percent international students Percent postgraduate students based on total student enrolment Ratio of number of students in programme with thesis to number of students in programmes with coursework 17 20 30 30 31 22.

and the mass media. different external assessors are appointed to review and strengthen specific areas within a field of study. industries. For example. .Enhancement and Refinement of Evaluation Activities • The various entities engaged by UPM in the evaluation of its academic programmes are periodically renewed and/or changed to reflect current needs and obtain different perspectives. government agencies. NGOs. • The types of respondents involved in the evaluation process have been widened to include the UPM‟s alumni.

three years Mail survey . Manual survey. To identify current employer needs Online Once every survey.Strategies for Measuring Graduate Competencies (1) Instrument Objectives To measure the employability/ marketability of graduates. To assess the quality of academic programmes and the services provided by UPM Methods Frequency Graduate Tracer Study Online survey. Mail Survey Twice a year: first six-month period and second sixmonth period Employer feedback To assess the perception of employers towards UPM graduates.

Strategies for Measuring Graduate Competencies (2) Instrument Objectives Methods Questionnaire based on the 16 sub-elements of soft skills. cocurriculum. cocurriculum. Frequency To identify students‟ Students‟ Soft soft skills potential at Skills admission to determine Assessments suitable intervention .Entry level where necessary To assess the level of student satisfaction with curriculum. facilities and administration At least once a year Exit survey Questionnaire measuring satisfaction with the four service At least domains: once a year curriculum. facilities and administration .

Strategies for Measuring Graduate Competencies (3) Instrument Finishing School Assessment Objectives To assess students‟ readiness for the workplace Methods Frequency Assessment during At least short courses twice a year .

Use of Feedback from Programme Review Two types of feedback • Teachers‟ and Students‟ Feedback • Student Performance .

Teachers‟ and Students‟ Feedback UPM conducts student evaluation on: • courses • specific aspects of teaching • laboratory facilities and other support facilities Feedback analysed. tabulated and presented at University and Faculty management meetings Teachers‟ and students‟ feedback obtained through questionnaire surveys and peer evaluation .

Evaluation Mechanisms and Minimum Outcome Requirement (1) Minimum Acceptable Outcome Score of 4.5 .0 Mechanism Sampling Undergraduates and postgraduates New undergraduate students (every semester) Final year undergraduate students Method of analysis Questionnaire Five-point Likert scale measurement Teaching Evaluation Students‟ Soft Skills Assessment .Entry level Exit Survey Questionnaire Four-point Likert scale measurement Questionnaire Five-point Likert scale measurement Score of 3.0 Score of 3.

Evaluation Mechanisms and Minimum Outcome Requirement (2) Mechanism Sampling Method of analysis Minimum Acceptable Outcome 80% survey forms returned Score of 4.0 Trace Study Laboratory Assessment Annual service assessment Peer assessment All graduates Online & Mail surveys Questionnaire Five-point Likert scale measurement Online analysis (eSSM) Undergraduates All academics Academics with <5 years service Score of 80% Peer evaluation during Score of 80% PTK courses .

Staff with scores below minimum may undergo further training. The University Curriculum Committee and the University Postgraduate Studies Committee discuss feedback on curriculum. etc. UPM reviews customer feedback at Management Meetings and Management Review Meetings. . special grants. letters of appreciation. • Through its MS ISO 9001:2000 or 9001:2008 certification.• Excellent performance is recognised through awards. consideration for promotion.

• This trend indicates a preference to engage in paid employment immediately after graduation rather than pursuing graduate studies.5% in 2002 to 9.8% in 2008. In contrast. . the percentage of graduates pursuing further education within six months of graduation decreased from 13. • The percentages have increased from 33.• Data on UPM graduates show that there is an increasing trend in employability within six months of graduation.2% in 2002 to 67.9% in 2008.

and to assess whether the educational goals and mission as outlined in the UPM Strategic Plan (Rev. Objective 2) are met. Goal 1. • Among the types of data collected are as follows: − Number of students on the Vice Chancellor‟s List − Number of students on Deans‟ Lists − Percentage of graduates awarded different classes of honours degrees − CGPAs − Course grades . 2007.Student Performance • Statistical data on student performance are stored in the SMP and analysed to improve and strengthen the curriculum.

• Reasons for students leaving their programmes of include: − inability to meet the academic requirements of the programme − multiple offers from other academic institutions − programmes offered are not of their choice − financial constraints − medical reasons .• Weak and potentially problematic students are given guidance and counselling by lecturers and/or the students‟ academic advisors.

2 Involvement of Stakeholders  Strategies for Ensuring Involvement of Principal Stakeholders in Programme Evaluation  Communication of Programme Evaluation Outcomes to Stakeholders  Extent of Stakeholders‟ Involvement in the Evaluation and Development of Programmes  Mechanisms to Include Stakeholders‟ Views .7.

potential employer surveys.Strategies for Ensuring Involvement of Principal Stakeholders in Programme Evaluation To ensure that principal stakeholders are involved in programme evaluation. entry surveys. UPM conducts activities which include market surveys. Alumni meetings. Faculty Advisory Committee meetings and employer surveys. exit surveys. .

. and written reports or minutes of meetings.Communication of Programme Evaluation Outcomes to Stakeholders The outcomes of programmes monitoring and evaluations are communicated to the stakeholders through meetings and discussions.

comments.for approval of programmes − Other ministries and other agencies – for input and advice at the development stage of the programme − Industries – for placement and feedback on students‟ performance . as follows: − MoHE .Extent of Stakeholders‟ Involvement in Evaluation and Development of Programmes • Stakeholders provide advice. suggestions and recommendations on the evaluation and development of programmes.

comments and suggestions proposed by stakeholders discussed at department. and incorporated into programme reviews . faculty and Senate meetings.Mechanisms to Include Stakeholders‟ Views • Main mechanism is programme review • Programmes reviewed every five years • Advice.

5 Governance Academic Leadership Administrative Staff and Management Academic Records Interaction with External Sectors .AREA 8 LEADERSHIP.4 8. GOVERNANCE AND ADMINISTRATION 8.1 8.2 8.3 8.

Institutional Leadership and Faculties  Representation & Role of Stakeholders .8.1 Governance  Major Permanent Decision-making Bodies     The Board of Directors The University Management Committee The University Management Committee The Senate  Types and Frequency of Meetings  Strategies to Foster Relationships bet.

Major Permanent Decision-making Bodies Subject to AUKU (Pindaan) 2009. the major permanent decision-making bodies are: • The Board of Directors • The University Management Committee • The Senate .

membership and reporting protocol • An executive body • Exercises all the powers conferred upon UPM except those of the Senate. and/or any authority. body and officer of UPM conferred by the Constitution or the Statutes. leadership. rules and regulations • Appoints a Standing Financial Committee to regulate and control the finance matters .The Board of Directors (1) Functions. structure.

who may/may not be a member. appointed by the Chairman. • The Chairman and three other members (quorum needed for any meeting) .The Board of Directors (2) • Members appointed by MoHE for not more than 3 years & may be reappointed • Secretary of the BoD.

at least one of whom shall be from the private sector. .One person from the local community .The Board of Directors (3) • Other members: . Decisions and recommendations made by the BoD are made available to the University Management Committee.Not more than three other persons.Two representatives from the government .

The University Management Committee (1) Functions and reporting protocol: • It is the administrative body of the University • It is responsible for the implementation of the educational programmes and other activities • It ensures good management. governance and deployment of resources .

academy. schools and others .Deputy Vice Chancellors . faculties.The University Management Committee (2) • It comprises the .Vice Chancellor as the Chairman .Bursar . institutes.Chief Librarian Any decisions and recommendations made are conveyed to relevant entities such as Principal Officers.Registrar .

membership and reporting protocol • It acts as the highest academic body of the University • It is responsible for the general direction of instruction. structure.The Senate (1) Functions. research and examination • It is responsible for the conferral of degrees. diplomas. certificates and other academic distinctions .

Directors of Institutes .the Vice Chancellor as the Chairman .Deans of Faculties and Schools .The Senate (2) • The Senate consists of .Not more than 20 professors appointed by the Vice Chancellor .Directors of the Centre for External Education and Centre of Foundation Studies for Agricultural Science .the Deputy Vice Chancellor .

Director of the Sports Academy Ex-officio members .The Senate (3) The Senate consists of the The Registrar Bursar Chief Librarian Legal Advisor Director of Centre for Academic Development (CADe) .

The Senate (4) • Decisions and recommendations made by the Senate are tabled at the BoD meetings • Faculties. institutes. centres and academies are answerable to the Senate in all academic matters . schools.

of meetings/year 4 39 14 (at least once a month) .Type and Frequency of Meetings Held in 2008 The governing bodies of UPM hold regular meetings: Body BoD UMC The Senate No.

Institutional Leadership and Faculties • • • • • • Regular visits to faculties by UMC Annual address by the VC Monthly meetings by Principal Officers Regular meetings by the Council of Deans Regular assemblies for all staff Direct communication between staff and the Heads of Department • Open door policy by principal officers .Effective Strategies to Foster Relationships bet.

the „PPUPM‟ and „KEPERTAMA‟ at the Principal Officers‟ meetings • Student representation to Senate when a relevant agenda arises .Representation & Role of Stakeholders in Various Governance Structures and Committees • Majlis Bersama Jabatan (MBJ) • Meetings between DVC (Student Affairs & Alumni) and Students‟ Representative Council • Representation of „PPA‟.

8.2 Academic Leadership  Types of Academic Leadership  Selection of Deans and Directors: Process and Criteria  Academic Management Structure of Faculty and Line of Responsibility  Academic Management Structure of Institute and Line of Responsibility  Mechanism for Appraising Performance of Academic Leadership .

.appointed by the Minister of Higher Education upon the recommendation of the Vice Chancellor Search Committee.Types of Academic Leadership (1) Appointments are based on the following processes (The Universities and University Colleges Act 1971): • VC . The Vice Chancellor reports to the Minister of Higher Education.

.appointed by the Minister of Higher Education upon discussion with the VC and taking into account the recommendations of a search committee appointed for this purpose.Types of Academic Leadership (2) • Deputy Vice Chancellors . The Deputy Vice Chancellors report to the Vice Chancellor.

appointed after discussion between the VC and the respective Deans or Directors. .appointed after discussion between the VC and DVC. • Deputy Deans. They report to the Vice Chancellor. Deputy Directors and Heads of Department/Laboratory .Types of Academic Leadership (3) • Deans and Directors . They report to the Deans or Directors.

The coordinators report to the Deputy Deans for Research and Postgraduate Studies.Types of Academic Leadership (4) • Coordinators of Centres of Excellence appointed by the VC upon discussion with the respective Deans of faculties. .

Selection of Deans and Directors: Process and Criteria • Must have an excellent academic standing in their areas of expertise and are recognised by their academic peers for their contributions • Should possess managerial & leadership skills • Must understand & be able to realize the vision. mission and objectives of the strategic plans of UPM and the faculty/institute/academic centre .

Deputy Deans .Heads of Department. • Lecturers and tutors who are members of a department report to their respective Heads. • The Dean is supported by a management team comprising: . .Academic Management Structure of Faculty and Line of Responsibility • Each faculty is headed by a Dean who reports directly to the Vice Chancellor.

Academic Management Structure of Institute and Line of Responsibility • Each institute is headed by a Director who reports directly to the Vice Chancellor. Research Officers and Science Officers. comprising Research Fellows. . report directly to the Heads of Laboratories. • Members of the institute. • The Director is supported by Deputy Directors and Heads of Laboratories who report direct to him.

2.5.Mechanism for Appraising Performance of Academic Leadership The performance of the academic leadership is evaluated through Key Performance Indicators (KPI) as detailed in Section 5. .

8.3 Administrative Staff and Management  Effectiveness and Efficiency of Administrative Support  Effectiveness and Efficiency of Quality Assurance Arrangements for the Administrative and Management Components  Quality Assurance Activities .

Registrar and the Bursar). in a continuously effective and efficient. manner • Teaching • Learning • Research • professional and community services .Effectiveness and Efficiency of Administrative Support (1) The three major administrative entities of UPM (the Chancellery. ensure that faculties/institutes/ centres are able to implement.

willingness to comply with the QMS enforced in UPM • periodic training to enhance skills and knowledge • empowerment. strong work commitment. positive attitude. shared responsibilities and deployment of appropriate and adequate resources .Effectiveness and Efficiency of Administrative Support (2) Actions include • recruitment of staff with relevant academic qualifications and skills.

Effectiveness and Efficiency of Quality Assurance Arrangements for the Administrative and Management Components • The University implements the QMS that has had a positive impact on the efficiency and effectiveness of the delivery system in UPM • The University has received several national awards including the Prime Minister‟s Financial Management Quality Award in 2007 .

Quality Assurance Activities • Auditing .conducted at least twice a year • Attention to customers‟ complaints • Client Charter • Management Review Meetings .carried out at least twice a year • Customer Satisfaction Surveys .conducted at least once a year .

4 Academic Records: Policies on Secure Retention & Disposal of Student Records (1) Undergraduate Students • Hardcopy stored at the Academic Division and the Faculty • Electronic copy kept until the student has graduated • Records of students graduated since 1995 kept as historical (archive) data in the Student Information System (Sistem Maklumat Pelajar.8. SMP) database. .

8.4 Academic Records: Policies on Secure Retention & Disposal of Student Records (2) Undergraduate Students • For security: maintenance of a student‟s data performed periodically by authorised personnel at the InfoComm Development Centre (iDEC). . Other records kept until the students have graduated or left their programmes. data backed up and stored daily • Students‟ academic records kept and archived permanently.

appointment of supervisory committee.8.4 Academic Records: Policies on Secure Retention & Disposal of Student Records (3) Postgraduate Students • Records of student‟s profile. • Hardcopy files also kept at the Graduate School concerned or the Centre for External Education. application for admission. . progress reports and examination results kept in the Internet-based Graduate Information Management System (i-GIMS) database. course registration.

4 Academic Records: Policies on Secure Retention & Disposal of Student Records (4) Postgraduate Students • For security: only authorized staff to access records • Maintenance of electronic database performed by iDEC.8. • Disposal of records in various schools and faculties done when necessary as specified in QMS control of records procedure. .

5 Interaction with External Sectors  Mechanisms to Ensure Constructive Interaction  Relationships between UPM and External Sectors  Relationships between UPM and External Sectors .8.

workshops and short • Professional Attachments • Staff Exchange • Student Exchange • Industrial Training • Consultancies and Contract Research • Entrepreneurship Programmes • Community Programmes .Mechanisms to Ensure Constructive Interaction • Memoranda of Understanding and Memoranda of Agreement (MoU/MoA) • Collaborative Programmes • Joint seminars.

Effectiveness of Relationships between UPM and External Sectors (1) The effectiveness is reflected in: • Research collaboration. split study programmes. joint degrees. staff and student training. and visiting academics • Franchise programmes: five Diploma and two Bachelor degree programmes in collaboration with seven private Higher Education Institutions • Joint seminars/workshop/short courses .

creation of spin-off companies for commercialisation. .. entrepreneurship. consultancies and professional attachments) resulting in continuous acceptance of students for industrial training and employment. community service.g. industrial training. etc.Effectiveness of Relationships between UPM and External Sectors (2) • Other programmes (e.

• Corporate Social Responsibility Activities • Professorial Chairs .Types of Shared Responsibility between UPM & External Sectors • Contract Research • Collaborative Programmes • Entrepreneurship Programmes • Joint Seminar/Workshop/Short Courses.


strategies. procedures and mechanisms to review and update mission. structure and activities  Frequency of reviews and resulting improvements  Recent and projected activities to ensure responsiveness to changing environment . plans.9.1 Quality Improvement  Entities responsible for total quality improvement  Policies.

Quality Improvement: Entities Responsible • Corporate Planning Division (BPK) • Centre for Academic Development (CADe) .

and provides UPM‟s Management Committee with input on the above for further action .Corporate Planning Division (BPK) It recommends and supports implementation of UPM‟s QMS including the following: • proposes an appropriate QMS • • • • • provides assistance for internal auditing monitors the progress of action plan identifies corrective actions proposes preventive actions.

Centre for Academic Development (CADe) • plans and provides training for continual academic staff development to improve teaching and learning • create awareness of learning outcomes among support staff. and • assess and monitor the effectiveness of learning outcomes .

procedures and mechanisms to review and update its mission. Plans.Policies. structure and activities are guided by the following: • • • • • • The National Agriculture Policy The National Higher Education Strategic Plan The Malaysia Plan Regional Development Plans Other Policies from Central Agencies Other policies . strategies. Structure and Activities UPM‟s policies. Strategies. plans. Procedures and Mechanisms to Review and Update Mission.

research and extension in agriculture into one that is: • highly modernised • commercialised • sustainable • environmentally friendly so that growth & development momentum are market-driven and led by trained personnel .The National Agriculture Policy is to accelerate the transformation of teaching.

The National Higher Education Strategic Plan has 18 critical agendas for holistic transformation of human capital including students that is: • • • • • • intellectually active creative and innovative ethically and morally upright adaptable capable of critical thinking capable of fully achieving their potential .

research and extension activities towards the fulfilment of the aspirations of the National Development Policy (NDP) and Vision 2020 .The Malaysia Plan provides the framework and development strategies for the University to steer its teaching.

Regional Development Plans • Outline development activities to achieve the goals of accelerating economic growth and improving the quality of life in particular regions in Malaysia • Our involvement ensures that the experience gained from these activities benefits teaching and learning .

and Public Service Circulars . structures and activities include • • • • • • Biotechnology Policy Biodiversity Policy Industrial Master Plan National Environment Policy Occupational Safety and Health Act.Other policies from central agencies used for reviews and updates of mission.

establishment of Research Institutes. APEEC and the Sports Academy.Continuous improvements and reviews are carried out on core activities • teaching • research • professional services • community services/engagements Improvements and reviews have resulted in development of UPM Bintulu Campus. . etc.

Frequency of Reviews and Resulting Improvements (1) Type of Review University Strategic Plan Management Review Meeting Frequency Every three years/when required At least once a year Every five years/when necessary Resulting Improvement A clearer direction towards realising UPM‟s vision and mission Corrective and preventive actions aimed at achieving a consistent and continuous improvement in QMS Curriculum A more current and relevant curriculum Improved management of academic matters Recruitment of better quality staff and reduction in brain drain Academic Regulations Every five years UPM Service Guidelines (Buku Panduan Perkhidmatan UPM) When required .

Frequency of Reviews and Resulting Improvements (2) Type of Review Financial Regulations (Peraturan Kewangan) Postgraduate Admission Guidelines (UPM Graduate Studies Rules 2003) Undergraduate Admission Guidelines (Panduan Kemasukan) Frequency When required Every five years/when required Every year/when required Resulting Improvement Improved financial management Better quality candidates Better quality candidates Every three Guidelines for Thesis years/when Preparation required Better quality theses .

research. professional services. community engagements • New government policies • Increased emphasis on tropical agriculture • Globalisation • International and national rankings • Climate change .Recent and Projected Activities to Ensure Responsiveness to Changing Environment Environments/activities that influence and motivate changes in UPM include • Serving as a hub for quality teachinglearning.

New Strategic Direction and Transformation Plan A World Leader in New Tropical Agriculture .

UPM: A World Leader in New Tropical Agriculture .

health and human welfare” . ecosystem.New Tropical Agriculture “The production and management of tropical bio-resources which involve techno-scientific and economic methods without causing irreversible damage to bio-diversity.