Intellectual and creative talents are more vital to economic and social progress now than at any other time in history. Talented people choose where to live based on two considerations: professional opportunity and quality of life as measured by a combination of physical, social and cultural assets. Countries that hope to compete for talent must offer high-value jobs, but they must also offer great schools, great parks and cultural venues, safe and attractive neighborhoods, a strong urban core, and an attitude of openness that welcomes diversity and sees strength in human differences.
Countries that make talent a central priority are anchored by high-performing universities that not only nurture talent in their classrooms and laboratories but also apply their knowledge to advance regional economic and social progress. In other words, they are stewards of their country/region or what we refer to as "stewards of place."
The mission of the UAP is to promote and facilitate, through innovative initiatives, 'the academic, personal and social development of students to a full and balanced maturity in leadership, diversity and citizenship. Over the past decade, we have become nationally acclaimed and internationally recognized for our country stewardship and international fellowship. Our 2010-2015 strategic agenda is designed to strengthen our ability to help our students and our country achieve their aspirations so that UAP takes its rightful place.
MORE THAN A DECADE OF PROGRESS (1996 - 2010)
The past six years (2003 - 2010) has been one of dramatic campus growth and development. University has purchased a piece of land to develop its city campus and enrollment has grown 350 percent, even with more rigorous admission standards. A broad range of new and expanded academic and research programs were launched such as Department of Electrical and Electronic Engineering(EEE),Department of Law and Human Rights( L&HR) and an inter-departmental Institute of Energy, Environment and Development( IEED ) based on countrieslregionalhmternational needs. During the last five years UAP has been able to hold four degree awarding Convocation ceremonies with the Hon'ble President of Bangladesh and Chancellor of UAP presiding over the convocations and giving away Chancellor's Gold Medals to awarded students in the presence of other high dignitaries. Vice Chancellor's Gold Medals to awardees and Certificates to all students were given away by Vice Chancellor in the second sessions held as authorized by the Hon'ble President and Chancellor.
In order to become more student-friendly, our all graduate programs are running during evenings and weekends. Several academic programs have achieved national and international recognitions. Extracurricular programming and participation have been greatly expanded. Wave o metrics, an international body ranking the universities in their July, 2009 assessment report has placed UAP first among the Private Universities and second among the Public and Private Universities in Bangladesh, 59`h position among the top 100 Universities in South Asia and 5801st position among the top 600o Universities in the World, which is not a mean achievement for a budding University like UAP.
During this same period, however, the university's most distinctive qualities did not change. Average class size remained at about 30-50 with a student/faculty ratio of 12:1. A new generation of faculty and staff assumed leadership with the same commitment to keeping students at the center of all that we do. While the campus has grown in size, the environment is still need to be further developed. Students speak with great pride about the quality of their educational experience. Faculty and staff morale is moderately high. Both groups express strong confidence in the university and its future. We continue to be an institution that fosters innovation in our programs and services, as well as where, when and how we deliver them. Our reputation for offering high-quality undergraduate and graduate programs has never been better. But there should not be any room for selfcomplacency as we have to drive harder towards higher excellence.
Over the past 13 years, UAP has moved from being a university with only two departments to a truly distinctive university that will be poised for the next level in its development.
How to start?
The committee should engage nearly 100 faculty, staff, students and alumni in conversations focused on following
What the university does well?
What it can do better? And,
What opportunities and challenges it faces?
Based on feedback received from the various groups, some modifications will be made, and the recommendations will be forwarded to the Board of Governors for their adoption.
UAP, like every other private university, is embedded in a social, politicall and economic context in which our goals and aspirations must be tempered by the realities of the environment. Thus, in developing our five-year strategic plan, we have to consider not only the voices of our university community and the surrounding area but also the external realities that we will be confronting in the next five years. We may consider the following assumptions:
Technological advances and changing student demands will continue to impact those
we serve as well as what, where, when, and how we serve them.
Demand for greater accountability and transparency will require us to do a better job
of measuring what we do and the impact that we have on our students and others.
Undergraduate education will continue to compete for funds requiring us to
demonstrate our contribution to the larger public agenda.
Concern over university affordability will further increase public pressure to keep
tuition low and increase need-based financial aid (waiver).
Competition for well-prepared students will continue to increase, requiring further
investments in marketing, student recruitment and innovative instructional design.
Revenue through student enrollment will increase but is unlikely to keep pace with
ever-increasing demand for programs and services.
Increasing globalization will require the university to become more international in scope as we prepare our students for the world in which they will live and work.
The Strategic Plan
We have had 13 years of dynamic institutional enrollment and programmatic expansion that has been both exhilarating and stressful. Over the next five years, we must focus our efforts and execute our strategy in a way that helps ensure that everything we are doing is done well. Focus and execution should be at the core of our strategy for the next five years.
Our new five-year strategic priorities are organized around four major themes: construction of our main campus at Green road, develop talent, increase student engagement in learning, ensure academic quality and engage in effective country's stewardship, better facilities for teachers and residential facilities for girl students. The need to internationalize our campus is reflected in specific priorities within each of the themes.
To accomplish our major priorities we will need to better position ourselves to recruit and retain outstanding faculty and staff, increase public awareness of the university, expand our financial and capital assets, and increase institutional effectiveness by implementing a comprehensive planning and performance system. These goals are reflected in the four supporting priority areas that follow the strategic priorities.
Methods and Analysis
This section delineates the processes utilized to arrive at the Vision 2015 Plan. To develop the Vision 2015 Plan, a multifaceted approach need to be applied to gather data and information on future trends and issues impacting the University.
The following eight methods may be applied in collecting data and information:
(1) Mixed departmental focus groups.
(2) Student focus groups.
(3) Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis.
(4) Review of the Literature.
(5) Review of institutional and demographic trends.
(1) Mixed Departmental Focus Groups
Number of mixed departmental focus groups discussion meeting may be conducted. Information obtained from these focus group sessions will be recorded under common themes, which will be surfaced in the review process.
Common themes may be included the following:
(1) Academic programs
(5) Leadership (University)
(7) Student co-curricular Programs
(2) Student Focus Groups
Information obtained from the Student Focus groups will be generating the following themes:
Quality of Services (?) - The need to focus on improving the quality of services provided to students may be a concern in all areas throughout the university. As necessary slight to moderate increases in tuition and fees continue, so will the demand for high quality service. We may look for `Donors' as well as GOB help
in keeping the tuition reasonably low while doing the infrastructure development and providing other facilities for the UAP community particularly the students.
(3) Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis
Information obtained from the Strengths, Weaknesses, Opportunities, and Threats (SWOT) will be analyzed. This process will be an opportunity for departments to brainstorm and discuss each of the SWOT areas.
(4) Review of the Literature
The review of literature focused in part on the trends of students. Student enrollment and demographic data will be used to identify patterns and trends.
(a) As students use technology to remain connected and gain knowledge, the Departments need to continuously increase technological skills and capabilities. UAP laboratories are
equipped with latest instruments for undergraduate and graduate students as well as for research.
(b) Gender - UAP policy is to maintain gender equality and the authorities encourage female students by awarding scholarships and financial help in the form of Vice
Chancellor's special tuition waiver for meritorious and poor students but not at the cost of international standard and excellence which is the mission of the UAP.
Vision 2015 Plan
1. (a) Complete the construction of "THE CITY CAMPUS" at Green Road on a top priority basis by the year 2013 at the latest to accommodate about 7000 students of the UAP and shift there as many of the Departments as possible; other departments which cannot be accommodated would remain at the present site. Professors and other teachers with national and international reputation will be recruited to man the Departments. Graduate Programmes will be started soon in Architecture and EEE and existing graduate programmes will be farther strengthened along with undergrad programmes.
(b)The Administration and Students' facilities will be accommodated at the CITY CAMPUS as far as possible.
(c) To purchase more land for UAP from RAJUK from Uttara and/or Purbachal preferably the former for the "OUTER CAMPUS" to build up sports facilities, shifting of other faculties already there and those going to be started, Institutes, to build residential Hall facilities for both female and male students in that order as well as for staff members.
2. To take UAP to newer heights of Excellence and glory by farther developing teaching with latest methods and equipments, equipping class rooms including one `on line' for international lectures, strengthening research activities for creating new knowledge and publications in referred national and international Journals and Proceedings, solving national and international problems and giving service to society, nation and the world at large. In this context UAP would take up activities involving Energy, Environment and Development in all areas of national activities including digital Bangladesh effort. Starting from FY2010-2011 faculties in each Department shall take up active research in the broad areas shown against each as follows:
|| Rural and Urban Architecture Research
||Asia Pacific Business Research
|| Building Research, Water Resources, Environment, Pollution Research, Roads and Highways Safety Research
|| IT, Computers and Communication, Digital Bangladesh
|Electrical and Electronic Engineering
||Power and Energy Research, Telecommunication, Nano Electronics
|Law and Human Rights
|| Peace and International Law including
Law of the Seas.
|| Community and Herbal Medicine and
3. To enlarge and strengthen national and international cooperation with other universities in USA, UK, Canada, Australia and universities in the rim of Asia and the Pacific and other regional and international organizations of repute.
4. UAP Foundation may try to open up Asia Pacific School and College to augment and strengthen the quality of students for UAP by purchasing one of three bigha land near the CITY CAMPUS or better initially hiring elsewhere but running them separately as another Foundation Project, if the UAP Foundation thinks fit. The remaining two bighas may be purchased for UAP in the near future.
5. To do such other activities for the fulfillment of mission and vision of UAP.