The British university in Egypt

BAEPS Faculty

Quality assurance unit

Faculty of Business Administration, Economics and Political Science

British University in Egypt

Strategic Plan

2016-2021

December 2015

CONTENTS

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

[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

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 2006. 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 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),accordinglya 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 planswill 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

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Internal Environment / Strengths / Weaknesses
  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.
  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
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  1. Adapting the university strategic plan for several years.
  2. Relativelyhigh 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.

External Environment / Opportunities / Threats
  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.
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  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

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[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

[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.

[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 (NAQAAE)

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.

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

[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.

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.

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.

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.
  4. Increase internship opportunities to our students.

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).

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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.

Theme3 – 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.

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.

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COMMUNITY SERVICE

The targets for Community Service are:

Theme 1 - Creating the Enterprise & Community Service Ecosystem

  1. Promote cooperate with theUniversity 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

[7]Follow up mechanisms

  • This strategic plan should be activated on January 2016.
  • 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.

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