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
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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
[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
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
3
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
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.
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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
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.
6
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
[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
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[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.
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[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
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
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
[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
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
Teaching and Learning Action Plan 2015/2016 – Faculty of BAEPS
Version 1.0 – November 2015
#
Action
By whom
By when
Success criteria
SSO
February 2016
Higher pass rates in June
2016 compared to June
2015.
Progress
Theme 1 – Achievement and enhancement of academic standards
1.1
Achieve a year-on-year improvement in student achievement, progression and retention rates
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 10.
2-
Identify students who have failed more than two modules in semester One.
1.1a
Establish student support mechanisms for ‘at risk’ students.
1.1b
1-
Follow up ‘at risk’ students and give them extra support in Semester Two.
SSO
March 2016
2-
Advise Module teams to provide more support for at risk students, e.g. more time in office hours.
Module teams
April 2016
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).
Lower failure rates in June
2016 compared to those of
2015.
March 2016
April 2016
1.2
SDC
Continue to align academic programme with QAA and NAQAAE norms and benchmark standards
Achieve NAQAA Accreditation in the Faculty.
1-
Apply to NAQAAE for accreditation & submit the required documents in December 2015
2-
Prepare effectively for the NAQAAE Simulation Visit early spring 2016
1.2a
Head of
Faculty
Quality
Assurance
Unit
(NAQAAE)
December
2015
Achieve NAQAAE
Accreditation.
May 2016
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#
1.2b
Action
By whom
By when
Success criteria
Review UK QAA and other external benchmarks as part of the 2015/16 Programme Review process.
PDs
May/June
2016
Renew Validatio.n
October 2015
Better Student Evaluations
of modules and MLs.
Theme 2 - Learner centred approaches
2.1
Provide Staff Development to extend awareness of learner centred teaching and student engagement
Develop and consolidate good practice for teaching large groups.
2.1a
1.
Conduct Staff Development Workshops on teaching large groups.
SDC
March 2016
Better attendance rates.
2.2
Develop pedagogy for the continuous enhancement of learner centred teaching
1. Introduce peer observation for all staff with a focus on identifying good practice in learner centred teaching.
SDC
Peer
Reviewers
2.2a
October 2015,
November
2015
Better attendance rates in
modules compared to 201415.
March 2016,
April 2016
2.3
Ensure learner support is in place with personal tutors and student welfare
Develop and consolidate Personal Tutoring and the use of the SRS to support this function.
2.3a
2.4
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.
Develop incubator in the Library for student support in learning, employability and disabilities
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HoDs
September
2015
Meetings are organized and
recorded on the SRS.
Less problems reported to
HoD, VDT&L, Dean
compared to 2014-15.
Progress
#
Action
By whom
By when
Success criteria
The Library arranges sessions and informs students with the learning support facilities
Library
Officers of the
Departments
March 2016
Better exam results at the
end of the semester.
1.
The SSO advises the students with special needs of the facilities available and helps to coordinate
their use of facilities in the Library.
2.4a
Higher employment rates of
graduates.
SSO
Better results of students
with special needs
compared to 2014-15.
Theme 3 - Electronic and blended approaches
3.1
Continue to ensure and enhance eLearning throughout the academic programme
Develop and consolidate the effective implementation of eLearning Musts Phase 2 for all modules.
1.
Conduct eLearning audit in each Department.
E-learning
Officers of the
Departments
2.
Conduct a random check after the eLearning audit has been completed.
PDs
3.1a
3.2
April 2016
eLearning audit confirms
Phase 2 has been applied
to all modules in week 6 in
each semester.
Advance blended learning incrementally through the medium of eLearning and to advance independent
learning
Identify and deliver a pilot blended learning project for a specific module.
3.2a
November
2015
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.
16
eLearning
Coordinator
September
2015
eLearning
Coordinator
October 2015
MLs
November
2015
Better student evaluations
of blended learning
modules.
Better attendance in the
blended learning modules.
Progress
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.
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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
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
1.2a
1.2b
1.3
1.3a
Obtain approval from the Supreme Council of Universities for Master degree programme and UK validation for Master degree programme
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
Obtain UK validation for Master degree programme
HOD and Vice
Dean for T&L
April 2016
The UK partner approval;
Encourage our Teaching Assistants and graduates to undertake research degrees abroad, including joint programmes with UK partners, and return to the BUE.
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.
Dean and VID
for T&L
May 2016
The official agreement
HODs
Jan 2016
The research plan
Theme 2 - Research collaboration through partnerships focusing on research
2.1
2.1a
2.2
2.2a
Establish research partnerships with academic institutions for collaborative research on agreed projects of mutual interest
Establish research partnerships with Cairo university research centres
Promote interdisciplinary research projects between the three departments
Produce interdisciplinary research plan for the three departments
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#
Action
By whom
By when
Success criteria
April 2016
Number of databases
added
Theme 3 - Publications: Increase Number of papers in peer reviewed, high impact factor journals and the related citations
3.1
3.1a
3.2
3.2a
3.3
3.3a
Procure research tools for assessment of publications and citations and benchmarking research performance
Adding new databases to the library
Library /
University
Incentivise and support publication in Science Citation Index (CIS)-recognised or equivalent international journals by academic staff and TAs.
Revising the current Incentives system for publication
Dean /
University
May 2016
Increase in number of
publications
University
Jan 2016
Number of academics with
high citation index
Develop research plan to be funded by external research funds
HODs / V.D.
for Research
March 2016
The approved plan
Marketing the research plan among external research funds
V.D. for
Research
May 2016
Number of funded
researches
Reward academic staff with high citations and Hirsch (h)-index
Annual reword for academic staff
Theme 4 - Attract external Research funding
4.1
4.1a
4.1b
Seeking external research funds.
Theme 5 – Continue to organise research networking events in collaboration with the university
5.1
Organise one international conference annually.
20
Progress
#
Action
By whom
By when
Success criteria
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 1st annual conference
CSFS
May 2016
Number of participants
5.2
Hold seminar series in every department
HODs / / V.D.
for Research
One
premaster
Number of seminars /
Number of participants
Dean / V.Ds
Dec. 2016
The Establishment Decree
5.2a
Organize at least one seminars for each department per semester
Theme 6 – Continue to organise research networking events in collaboration with the university
6.1
6.1a
Increase industrial collaborations through Faculty/Industry Liaison Committees and research centres
Establishment of Faculty/Industry Liaison Committee.
21
Progress
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
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Community Service Action Plan 2015/2016 – Faculty of BAEPS
Version 1.0 – November 2015
#
Action
By whom
By when
Success criteria
Progress
ECSC in the
Faculty
June 2016
To start joint projects with
other faculties
Dean / HR
Jan 2016
The job description
Dean / HR
April 2016
The new workload planning
model
ECSC
Committee in
cooperation
with the
Module
Leaders
Semester 2
Organizing the competition
and awarding the students
Theme 1 - Creating the Enterprise & Community Service Ecosystem
1.1
1.1a
1.2
1.2a
1.3
1.3a
Promote cooperate with the University Enterprise and Community Service Committee.
Link between the Faulty of BAEPS and other Faculties in the University in common projects
Activating the role of Vice Dean for Community Service.
Clear job description for Vice Dean for Community Service
Community Service activities to be included in the workload planning model
Including Community Service activities in work loads
Theme 2 - Enterprise Education
2.1
Coordinate extra-curricular student enterprise activities
Coordinate Business model Competition , which is able to be applied in campus starting from the business
planning to executing that project in the university
2.1a
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#
Action
By whom
By when
Success criteria
The Stock Market simulation
ECSC
Committee
,MLs& T.As
February 2016
Organizing the simulation
and inviting students from
Public University to
participate.
ECSC
Committee &
MLS
2015/2016
Participation in the
competition and also be
awarded.
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.
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
ECSC
Committee &
MLS
February 2016
Feedback from the
attendees
ECSC
Committee
March 2016
2.1b
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
2.3
Promote students internships
2.3a
2.3b
Theme 3 - Community Development
3.1
Promoting community awareness with regard to civil and political rights
Organizing sessions to the staff members and students to introduce to them their basic Legal rights
3.1a
3.1b
Inviting one of the New Parliament Members to an open discussion session in the Faculty
24
March 2016
Feedback from the
attendees
Progress
#
Action
By whom
3.2
Deliver consultation and work training courses to meet the needs of and to support the development of the community.
Establishment of the Centre of consultation and training and start Marketing activities for the Centre.
3.2a
3.3
By when
Success criteria
ECSC
Committee
2016
Start providing consultation
to Public and offering
training as well.
ECSC
Committee
2016
Successful cooperation
between the Faculty and
the industry ,Business or
Government
ECSC
Committee
May 2016
Implementing the outcomes
of the day and consider it in
the coming year plan
Provide scientific and technical advice to industry, business and government.
Contact the job Market and promote for the services of the Faculty consultation centre.
3.3a
Theme 4 - Working with stakeholders
4.1
4.1a
Establishing stakeholders representative committee
Organize the Stakeholders day , invite them to the campuses and discuss the common thought ,
requirements and suggestions
21
Progress
[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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