Faculty of Business Administration, Economics. and Political Science. British University in Egypt. Strategic Plan

Transcription

1 The British university in Egypt BAEPS Faculty Quality assurance unit Faculty of Business Administration, Economics and Political Science British University in Egypt Strategic Plan December 2015 CONTENTS P a g e 0

2 1. Introduction Message from the Dean Faculty history 2. SWOT analysis 3. Competitive Analysis and Competitive Advantages 4. Vision, Mission, and Values 5. Strategic orientation and objectives Teaching and Learning Scientific Research Community Service 6. Implementation plan Teaching and Learning Scientific Research Community Service 1

3 [1] INTRODUCTION MESSAGE FROM THE DEAN Since its establishment in 2005, The Faculty of Business Administration, Economics and Political Science (BAEPS) is dedicated to offering high-quality UK research-led learning experience that contributes to the development of our community, country and region. Our new Strategic Plan envisions blended learning that give more support and flexibility to the learning process. It also emphasises the importance of research outputs in the enrichment of students experience, academics development, and community service. This strategy is our first step on our way to be the most effective and modern Business Faculty in the region, recognised for its excellence in education, research and community service. This work is the result of all faculty members collaboration and contributions. I seize this opportunity to thank all faculty members, students, parents and community representatives for their contributions and dedication. Prof. Wadouda Badran 2

4 FACULTY OVERVIEW AND HISTORY Faculty Overview The Faculty is offering three bachelor s degrees (Business, Economics and in Political Science), all of which are Honours degrees. It comprises three Academic Departments, Business Administration which offers a Bachelor of Business Studies degree, Economics which offers a Bachelor of Science degree, and Political Science which offers a Bachelor of Arts degree. The faculty offers globally oriented programs that provide students with a solid theoretical foundation as well as hands-on practical skills in the fields of their specializations. History The Faculty of Business Administration, Economics and Political Science (BAEPS) is part of The British University in Egypt that was established in 2005 by Presidential Decree as the result of inter-governmental agreement. It is an Egyptian private university within the framework of Egyptian educational law and regulations providing a British-style education with an ethos consistent with the UK academic standards and quality code for higher education. It was intended from the outset to produce graduates of UK standard for key sectors of the Egyptian economy. The BUE was inaugurated by H.R.H. the Prince of Wales in It s UK validating partners were Loughborough University and Queen Margaret University, Edinburgh and London South Bank University. The BAEPS has made great progress in its short history. It has achieved a significant number of the aims set out in its first two strategic plans where it adopted the university Strategic Plans. Despite Egypt s 3

5 political upheavals, resulting economic challenges and national gap year in student intake, BAEPS has built good reputation and became a strong competitor in Education. Since its establishment, the BAEPS was oriented to achieving quality standards in all its process through the enforcement of the UK academic standards and quality code for higher education. By 2015, the faculty decided to be officially accredited from the National Authority for Quality Assurance and Accreditation of Education (NAQAAE), accordingly a new strategic plan was a must. This new Strategic Plan commits us to continuing the achievement of BUE s aims and enhancing its planned institutionalization. It identifies a number of key strategic areas and objectives and sets strategies, and enables targets which will ensure the continued success and further development of the University and the faculty. The strategy Implementation plans will be regularly monitored through annual reports to ensure their effectiveness. [2] SWOT ANALYSIS SWOT analysis provides a structure for analysing both internal and external environment. The internal environment is examined to identify strengths and weaknesses. Whereas, External environment is examined to identify opportunities and threats. The SWOT analysis results can be Illustrated in the below Matrix 4

6 Internal Environment Strengths 1. Positive reputation in the external community 2. Clear and suitable organizational structure with clear job descriptions 3. The existence of Quality Officers since the beginning of the faculty and the establishment of a Quality Assurance Unit. 4. The existence of a teaching & learning committee and the effectiveness of its role in managing teaching &learning matters. 5. Policies and procedures to protect Intellectual Property. 6. Clear and fair rules to ensure justice and prevent discrimination between students. 7. Health & Safety unit to deal with crises and disaster management with sufficient equipment. 8. The faculty has a website with all important information updated regularly. 9. Internet access and research databases are available and granted for all staff members. 10. Sufficient recourses according to NORMS 11. Student Support System for (financial / psychological & other non-academic problems) 12. SSLC (Staff Student Liaison Committee ) 13. The faculty provide motivation and support for both excellent and at-risk students through academic advising and the personal tutor system. Weaknesses 1. Adapting the university strategic plan for several years. 2. Relatively high turnover rate among academic staff due to the competitive market. 3. The faculty does not use a variety of evaluation methods for administrative staff (up dawn evaluation). 4. Job satisfaction surveys are not regular. 5. Fiscal insecurity (due to the short-term contracts) and lack of transparency. 6. Lack of mechanisms that measure community stakeholder satisfaction toward our services. 7. The quality assurance unit s impact is not being measured. 8. Lack of students field training and follow up. 9. Relatively slaw adjusting to pressures of growth. 10. Community services were conducted centrally by the university, hence, there is a shortage in documentation on the faculty level. P a g e 5

7 14. Well-structured programme specifications, module specifications, module reports, program annual reports and course files. 15. Modern library with sufficient resources (text books / databases/ reading areas) which offers diversity of cultural and educational services 16. Developing academic staff skills through Staff development activities 17. Healthy and comfortable work environment Opportunities Threats External Environment 1. Growing demand for higher education in Egypt. 2. Positive community attitudes towards studying in English and foreign educational systems. 3. Governmental policies to reform the educational system present a more positive future. 4. The government s improvement of transportation infrastructure will enable faster commuting times. 5. The establishment of the New Capital near to the University offers longer term growth potential. 1. Increasing demand for Open and Distance Education. 2. The decreasing quality of students coming from the national schools. 3. Shortage of qualified faculty members in some disciplines. 4. Expansion of private education institutions as competitors. 5. Governmental intervening (Ministry of Higher Education) trends in private education policies and administration. 6. Unstable political and security situation. 7. Lack of understanding by industry of the role universities can play in helping industry to be become more competitive. 8. Highly competitive market for diverse faculty staff. 9. The increasing trend toward partnership with British Universities among Egyptian Universities 6

8 [3] Competitive Analysis and Competitive Advantage According to the market analysis conducted by the University Marketing Department, our main competitors are: American University in Cairo (AUC) German University in Cairo (GUC) Misr International University (MIU) Our main Competitive Advantages are: UK Education Partnerships with reputable UK Universities University Ranking ( Students employability Research Activities and facilities These Competitive Advantages will be emphasised in the development of the strategic objectives and plans P a g e 7

9 [4] VISION AND MISSION AND VALUES VISION Our Graduates are tomorrow s leaders MISSION To be the leading faculty in Egypt and the region, by providing high quality UK education, satisfying both UK-QAA and NAQAAE quality standards and contributing to the development of our community through innovative research that impacts the education process and the welfare of the community. VALUES The University and Faculty s core values are: Academic honesty and integrity. Maintenance of high academic standards. Continuous quality enhancement. Mutual respect in a multi-cultural environment. Development of the University s community. Full engagement and involvement of staff and students. Transparent leadership and management. 8

10 [5] STRATEGIC ORIENTATION AND OBJECTIVES TEACHING AND LEARNING To provide a high-quality UK research-led learning experience which attracts students of outstanding potential and equips them with the capacity, knowledge and skills to undertake higher education and research, as well as to increase their employability. Teaching and Learning strategic Objectives Achievement and enhancement of academic standards Adopt new approaches to improve educational effectiveness (Learner centred approaches electronic and blended approaches) Adopt Research informed approaches Increase Employability opportunities for Graduates Effective partnerships with UK validating partners and other partners 9

11 SCIENTIFIC RESEARCH To establish the BAEPS as a leading research Faculty in Egypt and the region. Scientific Research strategic objectives Promote and offer Postgraduate programmes Research collaboration through partnerships focusing on research Publications : Increase Number of papers in peer reviewed, high impact factor journals and the related citations Attract external Research funding Continue to organise research networking events. Develop and operate a technology transfer programme. 10

12 COMMUNITY SERVICE To be an exemplary provider of new knowledge to industry, government and society offering innovative solutions, knowledge transfer and knowledge commercialisation to support economic and social development. Community Service strategic objectives Creating the Enterprise & Community Service Ecosystem Enterprise Education Community Development Working with stakeholders 11

13 [6] IMPLEMENTATION PLAN TEACHING AND LEARNING The targets for Teaching and Learning are: Theme 1 - Achievement and enhancement of academic standards 1. Achieve a year-on-year improvement in student achievement, progression and retention rates. 2. Continue to align academic programme with QAA and NAQAAE norms and benchmark standards. Theme 2 - Learner centred approaches 1. Provide Staff Development to extend awareness of learner centred teaching and student engagement. 2. Develop pedagogy for the continuous enhancement of learner centred teaching. 3. Ensure learner support is in place with peer tutors and student welfare. 4. Develop incubator in the Library for student support in learning, employability and disabilities. Theme 3 Electronic and blended approaches 1. Continue to ensure and enhance elearning throughout the academic programme. 2. Advance blended learning incrementally through the medium of elearning and to advance independent learning. 12

14 Theme 4 Research informed approaches 1. Seek to maintain Student: Staff Ratios at 20:1 with a proportion of research active staff in each department with UK and/or other international teaching experience. 2. Increase our postgraduate student population to at least 200 by the end of the planning period. Theme 5 Employability opportunities 1. Identify Graduate Attributes required by employers. 2. Advance Graduate Attributes through curriculum and Learning Pathways. 3. Establish Employer Liaison Groups, or equivalent, in all Faculties. 4. Support employability skills training through an enhanced careers advisory service. 5. Ensure internship opportunities are available to students where they are not a compulsory part of their programmes. Theme 6 Effective partnerships with UK validating partners and other partners 1. Seek and sustain UK validation of undergraduate programmes, and professional and statutory body accreditation, as appropriate. 2. Seek Egyptian Supreme Council of Universities (SCU) accreditation and UK validation, where appropriate, for postgraduate programmes. 3. Achieve Egyptian National Authority for Quality Assurance and Accreditation in Education (NAQAAE). 13

15 Teaching and Learning Action Plan 2015/2016 Faculty of BAEPS Version 1.0 November 2015 # Action By whom By when Success criteria Progress Theme 1 Achievement and enhancement of academic standards 1.1 Achieve a year-on-year improvement in student achievement, progression and retention rates 1.1a Establish effective programme mechanisms for the identification of at risk students. 1- Implement the attendance policy rigorously and identify students with more than 3 absences of core sessions by week Identify students who have failed more than two modules in semester One. SSO February 2016 Higher pass rates in June 2016 compared to June b Establish student support mechanisms for at risk students. 1- Follow up at risk students and give them extra support in Semester Two. 2- Advise Module teams to provide more support for at risk students, e.g. more time in office hours. 3- Update SSO on the status of at risk students during Semester Two. 4- Conduct workshops on study skills in the Departments and ensure at risk students attend them (twice during Semester 2). SSO Module teams SDC March 2016 April 2016 March 2016 April 2016 Lower failure rates in June 2016 compared to those of Continue to align academic programme with QAA and NAQAAE norms and benchmark standards 1.2a Achieve NAQAA Accreditation in the Faculty. 1- Apply to NAQAAE for accreditation & submit the required documents in December Prepare effectively for the NAQAAE Simulation Visit early spring 2016 Head of Faculty Quality Assurance Unit (NAQAAE) December 2015 May 2016 Achieve NAQAAE Accreditation. P a g e 41

16 # Action By whom By when Success criteria Progress 1.2b Review UK QAA and other external benchmarks as part of the 2015/16 Programme Review process. PDs May/June 2016 Renew Validatio.n Theme 2 - Learner centred approaches 2.1 Provide Staff Development to extend awareness of learner centred teaching and student engagement 2.1a Develop and consolidate good practice for teaching large groups. 1. Conduct Staff Development Workshops on teaching large groups. SDC October 2015 March 2016 Better Student Evaluations of modules and MLs. Better attendance rates. 2.2 Develop pedagogy for the continuous enhancement of learner centred teaching 2.2a 1. Introduce peer observation for all staff with a focus on identifying good practice in learner centred teaching. SDC Peer Reviewers October 2015, November 2015 March 2016, April 2016 Better attendance rates in modules compared to Ensure learner support is in place with personal tutors and student welfare 2.3a Develop and consolidate Personal Tutoring and the use of the SRS to support this function. 1. Allocate each student in all years of the Economics programme a Personal Tutor. 2. Allocate each student in the Preparatory Year of the Business and Political Science programmes a Personal Tutor. HoDs September 2015 Meetings are organized and recorded on the SRS. Less problems reported to HoD, VDT&L, Dean compared to Develop incubator in the Library for student support in learning, employability and disabilities 11

17 # Action By whom By when Success criteria Progress 2.4a The Library arranges sessions and informs students with the learning support facilities 1. The SSO advises the students with special needs of the facilities available and helps to coordinate their use of facilities in the Library. Library Officers of the Departments SSO March 2016 Better exam results at the end of the semester. Higher employment rates of graduates. Better results of students with special needs compared to Theme 3 - Electronic and blended approaches 3.1 Continue to ensure and enhance elearning throughout the academic programme 3.1a Develop and consolidate the effective implementation of elearning Musts Phase 2 for all modules. 1. Conduct elearning audit in each Department. 2. Conduct a random check after the elearning audit has been completed. E-learning Officers of the Departments PDs November 2015 April 2016 elearning audit confirms Phase 2 has been applied to all modules in week 6 in each semester. 3.2 Advance blended learning incrementally through the medium of elearning and to advance independent learning 3.2a Identify and deliver a pilot blended learning project for a specific module. 1. Apply blended learning in a module per cohort per Department across the Faculty. 2. Conduct blended learning workshops for the module teams of the selected modules. 3. Select at least one blended week when the students are engaged in flipped classrooms under the guidance of the Module Leaders. elearning Coordinator elearning Coordinator MLs September 2015 October 2015 November 2015 Better student evaluations of blended learning modules. Better attendance in the blended learning modules. 16

18 SCIENTIFIC RESEARCH The targets for Scientific Research are: Theme 1 Promote and offer Postgraduate programmes 1. Obtain approval from the Supreme Council of Universities for Master degree programme and UK validation for Master degree programme 2. Encourage our Teaching Assistants and graduates to undertake research degrees abroad, including joint programmes with UK partners, and return to the BUE. Theme 2 Research collaboration through partnerships focusing on research 1. Establish research partnerships with academic institutions for collaborative research on agreed projects of mutual interest. 2. Promote interdisciplinary research projects between the three departments. Theme 3 Publications: Increase Number of papers in peer reviewed, high impact factor journals and the related citations 1. Procure research tools for assessment of publications and citations and benchmarking research performance. 2. Incentivise and support publication in Science Citation Index (CIS)-recognised or equivalent international journals by academic staff and TAs. 3. Reward academic staff with high citations and Hirsch (h)-index. Theme 4 Attract external Research funding 1. Seeking external research funds. Theme 5 Continue to organise research networking events in collaboration with the university. 1. Organise one international conference annually. 2. Hold seminar series in every department. P a g e 47

19 Theme 6 Develop and operate a technology transfer programme 1. Increase industrial collaborations through Faculty/Industry Liaison Committees and research centres. Measuring Success The research group's annual outputs will be measured by the following indicators:- Number and value of research grants applied for and number won. Number of articles in the popular press and magazines. Number of papers submitted to the above Journals (and others). Number of papers accepted by the above Journals (and others). Number of Conference papers published in Proceedings. Number of papers/research presentations at local forums. Number of invitations to staff to speak at local forums. Number of Departmental Working Papers published. 18

20 Scientific Research Action Plan 2015/2016 Faculty of BAEPS Version 1.0 November 2015 # Action By whom By when Success criteria Progress Theme 1 Promote and offer Postgraduate programmes 1.1 Obtain approval from the Supreme Council of Universities for Master degree programme and UK validation for Master degree programme 1.2a Obtain approval from the Supreme Council of Universities for Master degree programme HOD and Vice Dean for T&L January 2016 The Supreme Council of Universities approval 1.2b Obtain UK validation for Master degree programme HOD and Vice Dean for T&L April 2016 The UK partner approval; 1.3 Encourage our Teaching Assistants and graduates to undertake research degrees abroad, including joint programmes with UK partners, and return to the BUE. 1.3a Incentives system (financial and nonfinancial) to encourage Teaching Assistants and graduates to undertake research degrees abroad University April 2016 The Incentives system to be published and activated. Theme 2 - Research collaboration through partnerships focusing on research 2.1 Establish research partnerships with academic institutions for collaborative research on agreed projects of mutual interest 2.1a Establish research partnerships with Cairo university research centres Dean and VID for T&L May 2016 The official agreement 2.2 Promote interdisciplinary research projects between the three departments 2.2a Produce interdisciplinary research plan for the three departments HODs Jan 2016 The research plan P a g e 41

21 # Action By whom By when Success criteria Progress Theme 3 - Publications: Increase Number of papers in peer reviewed, high impact factor journals and the related citations 3.1 Procure research tools for assessment of publications and citations and benchmarking research performance 3.1a Adding new databases to the library Library / University April 2016 Number of databases added 3.2 Incentivise and support publication in Science Citation Index (CIS)-recognised or equivalent international journals by academic staff and TAs. 3.2a Revising the current Incentives system for publication Dean / University May 2016 Increase in number of publications 3.3 Reward academic staff with high citations and Hirsch (h)-index 3.3a Annual reword for academic staff University Jan 2016 Number of academics with high citation index Theme 4 - Attract external Research funding 4.1 Seeking external research funds. 4.1a Develop research plan to be funded by external research funds HODs / V.D. for Research March 2016 The approved plan 4.1b Marketing the research plan among external research funds V.D. for Research May 2016 Number of funded researches Theme 5 Continue to organise research networking events in collaboration with the university 5.1 Organise one international conference annually. 20

22 # Action By whom By when Success criteria Progress 5.1a Plan for the annual conference with cooperation with The Centre of Sustainability and the Future Studies HODs / CSFS Jan 2016 The final flier 5.1b Conduct the 1 st annual conference CSFS May 2016 Number of participants 5.2 Hold seminar series in every department 5.2a Organize at least one seminars for each department per semester HODs / / V.D. for Research One premaster Number of seminars / Number of participants Theme 6 Continue to organise research networking events in collaboration with the university 6.1 Increase industrial collaborations through Faculty/Industry Liaison Committees and research centres 6.1a Establishment of Faculty/Industry Liaison Committee. Dean / V.Ds Dec The Establishment Decree 21

23 COMMUNITY SERVICE The targets for Community Service are: Theme 1 - Creating the Enterprise & Community Service Ecosystem 1. Promote cooperate with the University Enterprise and Community Service Committee. 2. Activating the role of Vice Dean for Community Service. 3. Community Service activities to be included in the workload planning model Theme 2 - Enterprise Education 1. Coordinate extra-curricular student enterprise activities 2. Encourage students participation in domestic and international enterprise competitions. 3. Promote students internships Theme 3 - Community Development 1. Promoting community awareness with regard to civil and political rights. 2. Deliver consultation and work training courses to meet the needs of and to support the development of the community. 3. Provide scientific and technical advice to industry, business and government. Theme 4 - Working with stakeholders 1. Establishing stakeholders representative committee P a g e 22

24 Community Service Action Plan 2015/2016 Faculty of BAEPS Version 1.0 November 2015 # Action By whom By when Success criteria Progress Theme 1 - Creating the Enterprise & Community Service Ecosystem 1.1 Promote cooperate with the University Enterprise and Community Service Committee. 1.1a Link between the Faulty of BAEPS and other Faculties in the University in common projects ECSC in the Faculty June 2016 To start joint projects with other faculties 1.2 Activating the role of Vice Dean for Community Service. 1.2a Clear job description for Vice Dean for Community Service Dean / HR Jan 2016 The job description 1.3 Community Service activities to be included in the workload planning model 1.3a Including Community Service activities in work loads Dean / HR April 2016 The new workload planning model Theme 2 - Enterprise Education 2.1 Coordinate extra-curricular student enterprise activities 2.1a Coordinate Business model Competition, which is able to be applied in campus starting from the business planning to executing that project in the university ECSC Committee in cooperation with the Module Leaders Semester 2 Organizing the competition and awarding the students P a g e 22

25 # Action By whom By when Success criteria Progress 2.1b The Stock Market simulation ECSC Committee,MLs& T.As February 2016 Organizing the simulation and inviting students from Public University to participate. 2.2 Encourage students participation in domestic and international enterprise competitions. 2.2a Direct the students to participate in the competiotion will be held during the academic year 2015/2016 and support studnets in participation and representing the BUE ECSC Committee & MLS 2015/2016 Participation in the competition and also be awarded. 2.3 Promote students internships 2.3a Fining internships in the Egyptian Companies and promote potentiated students Marketing Department in the University and Alumni Department Summer 2016 The students obtain a practical benefit from the Internships. 2.3b Coordinate with the British Partner to start the students exchange programme Vice Dean for (T&L) Summer 2016 Reasonable No. of student to travel under the umbrella of the students exchange Theme 3 - Community Development 3.1 Promoting community awareness with regard to civil and political rights 3.1a Organizing sessions to the staff members and students to introduce to them their basic Legal rights ECSC Committee & MLS February 2016 March 2016 Feedback from the attendees 3.1b Inviting one of the New Parliament Members to an open discussion session in the Faculty ECSC Committee March 2016 Feedback from the attendees 24

26 # Action By whom By when Success criteria Progress 3.2 Deliver consultation and work training courses to meet the needs of and to support the development of the community. 3.2a Establishment of the Centre of consultation and training and start Marketing activities for the Centre. ECSC Committee 2016 Start providing consultation to Public and offering training as well. 3.3 Provide scientific and technical advice to industry, business and government. 3.3a Contact the job Market and promote for the services of the Faculty consultation centre. ECSC Committee 2016 Successful cooperation between the Faculty and the industry,business or Government Theme 4 - Working with stakeholders 4.1 Establishing stakeholders representative committee 4.1a Organize the Stakeholders day, invite them to the campuses and discuss the common thought, requirements and suggestions ECSC Committee May 2016 Implementing the outcomes of the day and consider it in the coming year plan 21

27 [7] Follow up mechanisms This strategic plan should be activated on January The enclosed action plans should be revised by the end of 2016 New Action plans to be developed annually. Annual report to evaluate the implementation of these plans and offer recommendations for future actions. P a g e 22

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