Strategic Plan

Strategic Plan

The UoC Strategic Plan is based upon several key thrust areas from which the University derives its long term strategy.

Strategic Thrusts

Below are details of the strategic thrusts. Once adopted, these thrusts will be the focus of the university in terms of changes to make in resource allocation.

Strategic Thrust 1: Excellent Academic Programmes

Thrust 1 focuses on driving the core business of University of Cyberjaya – its academic programmes at all levels of certifications – as the higher education provider of choice.


University of Cyberjaya (UoC) has a decade’s experience in training students to be a member of the healthcare and related professions. With over successful 1400 alumni in the Malaysian workforce, it is paramount that UoC continues its profound commitment in Nurturing the Passion to Care.

The three domains of the teaching-learning experience that are the compulsory aspects of higher education in Malaysia – cognitive, affective and psychomotor domains – echo the Philosophy of UoC. The integration of these essential domains – along with Godliness – in the life of students will help shape a balanced education system in producing holistic professionals. Through this integrated and comprehensive curricula, graduates of UoC will be socio-culturally competent professionals and invaluable assets to the society and mankind.

The cooperation between UoC and various stakeholders in training, for example with the health industry, gives abundance of opportunities and should be constantly reinforced. It is of paramount importance that these cooperation be optimised to ensure the effectiveness and relevance of the programmes offered by UoC.

In line with the global emphasis in lifelong learning, it is imperative that UoC offers diversity of academic programmes for all ages – beyond undergraduate studies – for chances to seek out learning opportunities to enrich themselves.

Teaching and scholarship are the lifeblood of higher education and a strong, dedicated faculty is the heart from which learning flows. While this truth has remained static for millennia, the form in which knowledge is transferred has undergone dramatic change over the past several decades. Technology has radically altered the educational landscape by simplifying access to information, creating asynchronous learning opportunities, and challenging face-to-face models of instruction. Traditional lecture methods of teaching, while efficient, have been shown to be the least effective as a means for learning. Entering students expect participative learning environments that actively engage them in the acquisition of new knowledge.

These dramatic changes have forced universities to constantly reassess how learning takes place on physical and virtual campuses. Faculties have had to adjust to new demands from students, employers and universities. Integrating new technologies, managing new learning behaviours, and seeking to produce graduates for future jobs that do not currently exist have challenged faculties throughout the nation and the world.

Optimizing the technology-driven community in Cyberjaya as well as Cyberjaya’s strategic geographical location, UoC is in good position to harness the power of on-line learning to widen access to good quality content, enhance the quality of teaching and learning, lower the cost of delivery and bring UoC expertise to the global community.


  • Enrich undergraduate programmes
  • Enhance graduate programmes
  • Gain international recognition as university of choice

Strategic Thrust 2: Competent and Holistic Graduates

Thrust 2 aims to guide CUCMS in producing competent, holistic and job-ready  professionals through forging partnerships with the healthcare and other related industries.


Earning a university degree is no longer just an opportunity for a talented few; rather, it is a prerequisite for the job application in the new economy.

Recent developments show that there is a mismatch in the supply and demand of graduates, with employers reporting that graduates lack the requisite knowledge, skills and attitude. This mismatch is only expected to get tougher to resolve as technological disruptions reshape industries and alter the types of jobs available. Preparing Malaysian youths to navigate this uncertain future not only requires imbuing them with transferable skills and sound ethical foundations, but also resilience and the enterprising spirit to forge new opportunities for themselves and others. It is important that UoC supports the country’s vision to move from a world of job seekers to a world of job creators.

In line with the philosophy of University of Cyberjaya (UoC), which aims to harness human potential in a comprehensive manner and to produce holistic healthcare providers who are intellectually, emotionally and spiritually-balanced; unique and developed strategies in nurturing its graduates must be planned and implemented.


  • Holistic balanced graduates with leadership and entrepreneurial capabilities.
  • Lifelong learners who are ready to pursue higher qualifications.
  • Highly sought after graduates, locally and internationally.

Thrust 3: Innovation through Market Orientated Research, Publication & Commercialisation

Thrust 3 focusses on enhancing creativity and commercialisation of ideas by improving CUCMS’s innovation in strategic areas.


The image of any university is strengthened by its serious involvement in market-oriented research and innovations.  CUCMS, as an independent university with a focus on health science discipline, has high-potential manpower towards research advancements in the discipline.

Since the university is located in the heart of Cyberjaya, it can take the opportunity to utilise the IT infrastructures available in order to be a research-driven university that will produce graduates who are inclined towards research activities.


  • Enhance creativity through involvement in market oriented research, publication and commercialisation Fostering networking and collaboration with industry

Strategic Thrust 4: Efficient, Effective and Adaptable Organisation

Thrust 4 outlines the enablers that support Thrusts 1, 2 and 3; in driving CUCMS towards both Academic and Financial Excellence.


Within the past decade, UoC has grown from strength to strength and is now awarded with ISO 9001:2008 certification. With the integrated Quality Management System adopted campus-wide, UoC has very strong foundation towards the next leap into total organisational excellence.


Human Resource is the most important asset of UoC. It is of utmost importance that the management of UoC has a clear understanding of the best strategies to attract both national and international experts, to reward competitively, to mould, develop and nurture human potentials, and to retain competent and experienced staff both from the academic and administrative sectors.

UoC realises that quality staff and students require a reliable support management system. The university is based and located in the heart of Cyberjaya, known as Intelligent City that is equipped with world-class technology, IT infrastructures and state-of-the-art facilities. The location of the university will indirectly enhance and chart the profile of the university, locally and globally. Based on this, the university aspires to engage up-to-date systems to support the academics, administrators as well as the students, to enjoy the best of facilities for teaching and learning activities.


  • Embrace Quality Management System acceptable to higher learning institution
  • Attract and retain quality staff with excellent qualifications and high professionalism
  • Dynamic human capital development plan
  • Reliable, safe, durable, conducive learning and work infrastructure
  • Efficient Financial Management

Strategic Thrust 5: Complementary Revenue Generation

Thrust 5  aims to expedite CUCMS’s growth through strategic auxiliary income activities.


It is imperative to secure student enrolment as an integral source of income, allowing the university to sustain its infrastructure such as tools, equipment and remuneration. Nevertheless, for growth of UoC, it is rather impossible to solely rely on teaching as a means of income for the university, as income derived from student fees alone will only help the university’s month-to-month survival.

Branding the university is another important factor to accelerate the success of UoC. Learning from experience, the most dynamic and innovative hubs in the world are anchored by world-class universities that serve as magnets and factories of talent, as engines of innovation and as incubators of new products and ideas.

In short, it is imperative that UoC strategizes itself to intensify its auxiliary income activities for the coming years 2016 – 2020.


  • Deliver collaborative academic programmes
  • Expand life-long learning opportunities regionally and internationally
  • Broaden expert consultancy services
  • Establish healthcare services