AIR UNIVERSITY

SCHOOL OF MANAGEMENT

AIR UNIVERSITY ISLAMABAD

Strategic
Planning
(2017-2022)

Approved as on (November 16, 2017)

 Strategic Plan
(2017-2022)
Doc # AMS-SP-01
Date of Issue: 16-11-2017

Approved by the Chair AUSOM, (18-10-2017)

Approved by University Functional Committee (16-11-2017)
Approved by Vice Chancellor AU, (16-11-2017)

Strategic planning Task Force: (Dr. Idrees Khawaja, Dr. S. K. Shahzad, Mr.
Muhammad Nadeem)

Approved as on (November 16, 2017)

 1. Letter of Introduction
Air University School of Management (AUSOM), previously called Department of Business
Administration of the Faculty of Administrative Sciences, was established in 2002. (The Air
University is incorporated under Air University Ordinance). AUSOM is the result of countless hours
of thoughts and hard work by dozens of members of the AUSOMcommunity—faculty, administration,
students and a variety of stakeholders. The core purpose of AUSOM has been to produce graduates in
the field of business studies and undertake research to benefit the students, faculty and the community
at large.

The Strategic Plan (2017-22) has been developed at an opportune yet dynamic time. The field of
management sciences is rapidly evolving and AUSOM is confronting multiple challenges. These
include challenges faced in retaining faculty, limited research output and increased dropout ratio of
students etc. At the same time, robust advances in the field of management sciences offer exceptional
opportunities to advance education and research in this field. These range from use of Case studies,
simulation and hands-on training methods to introduction of more focused and specialized programs
e.g., Big data science, Business Intelligence, Aviation Management, Project Management etc.
Business Schools around the globe are paying attention to such teaching methods and programs.

At Air University Islamabad, over one and a half decade of sincere leadership has yielded a towering
legacy. The University is known countrywide for its excellence in Mechatronics, Electrical, Avionics,
Mechanical engineering … and the list goes on. The University is consistently ranked among best in
the country (Ranked in top 10 in Engineering category by HEC) and its Alumni hold leading positions
in all sectors. One significant theme of this Strategic Plan is to capitalize and build on these strengths
of the University. This Strategic Plan identifies seven carefully chosen areas of academic and research
importance on which AUSOM can potentially build upon.

Chair, Air University School of Management

Approved as on (November 16, 2017)

 2. Strategic Planning Process
This Strategic Planning process began in March, 2017 after the AUSOM received Accreditation Decision
Notification from National Business Education Accreditation Council (NBEAC). This process involved
extensive participation from the faculty, staff, administration and other stakeholders of the business
school. The strategic planning was spearheaded by the Strategic Planning Task Force that considered the
AUSOM’s strategic position and choices. Moreover, the school has been addressed as a whole in this
planning process rather than focusing it in terms of component functional pieces.

The Strategic Planning Task Force, in the first stage, reviewed the existing data and inputs gathered from
NBEAC recommendations as given in Peer Review Report, faculty focus groups, and two research
studies.

The task of developing the strategic plan began with reviews of studies that had conducted the situational
analysis of the twin city market. One study is titled Suggestions for Air University School of Management
(AUSOM). The second study titled Let’s select the Business School examined the factors which influence
the Students’ choice of a business school. The Strategic Planning Task Force (SPTF) used the findings,
where appropriate, to develop the strategic plan. The recommendations of the NBEAC, as given in the
peer review report were also accounted for by the SPTF.

Next, the draft Strategic Plan (2017-2022) prepared by the SPTF was shared with faculty, staff, students
and administration. Feedback received; in hosted forums, faculty meetings, electronically, communication
and informal discussions was carefully examined, and incorporated, where considered appropriate by the
SPTF to finalize the plan. Finally, AUSOM put forth the strategic plan thus developed for consideration
and approval of the University Functional Committee – the executive body of the University.

Approved as on (November 16, 2017)

 3. Direction of Strategic Plan
This Strategic Plan has been crafted keeping in view the dynamics of Business studies, and in response to
the challenges that AUSOM is facing. In the light of faculty, staff, students, NBEAC and other
stakeholders’ recommendations, this strategic plan aims to:

a) Define a realistic and focused mission, vision, goals, objectives and the business model
b) Align AUSOM’s Vision and Mission to that of Air University
c) Align the vision & mission to quantifiable goals, objectives and targets set herein
d) Activate AUSOM’s internal organizational structure to its full potential (decentralizing at the
back of defining responsibilities and delegating authority to Internal Committees, Clusters and
Programs; flatten the existing steep hierarchical structure to promote creativity and innovation)
e) Line up resources (like faculty, infrastructure, external and internal relationships and other
resources) to achieve the vision and mission
f) Invest in co-curricular activities like; debates, conferences, symposiums and seminars to create a
learning environment that would unleash the energies of the young and motivated.
g) Review and revise curriculum on periodic basis to remain current and in tune with demands of the
market.
h) Ensure more active participation of and linkage to external entities and individuals, including
Alumni in important bodies.
i) Develop capacity to seek external funding for research and higher studies and endowments from
corporations and philanthropists etc.
j) Develop a distinct market image by employing suitable market strategy
k) Improve the quality and quantity of enrollment in all academic programs.
l) Introduce academic programs in emerging fields, in collaboration with other departments of the
University to satisfy market demand.

The Plan addresses each of these elements.

Approved as on (November 16, 2017)

 4. AUSOM’s Foundations
Our Vision
Desired future state; the aspiration of an organization (Collins and Porras, 19961)

“AUSOM is recognized nationally for innovative and outstanding

academic programs and quality research”

Our Mission
Overriding purpose in line with the values or expectations of stakeholders (Collins and Porras, 1996)

“AUSOM is devoted to impart excellent business education to prepare

competent & socially responsible business leaders and conduct
research to advance the field of business studies”

Our Values
Tenets that matter to an organization (Collins and Porras, 20022)

- Innovation - Collaboration - Excellence

- Diversity - Integrity - Equity

1
J. Collins and J. Porras, ‘Building your company’s vision’, Harvard Business Review, Sept-Oct, 1996, pp. 65–77.

2
J. Collins and J. Porras, Built to Last: Successful Habits of Visionary Companies, Harper Business, 2002.

Approved as on (November 16, 2017)

 5. Levels of strategy: Alignment of
AUSOM’s Vision and Mission with
that of AU
In developing mid to long term strategic plan, AUSOM derives its Vision and Mission from
those of Air University (AU). The alignment of AUSOM’s Vision and Mission with those of AU
helps to clearly define the strategy and operationalize it.

Fig 1: Three levels of Strategy at AU

In an organization, strategies can
exist at three main levels (Johnson et
al., 2011)3. This has been illustrated
in Figure 1 in terms of AU and
AUSOM. Corporate-level strategy
is mainly related to overall scope of
the organization (AU in AUSOM’s
case) and how value is added to its
constituent businesses (e.g.,
AUSOM). Corporate-level (AU) strategic issues include geographical scope, diversity of
educational programs, acquisition or building a new campus, and how resources are allocated
between the different constituents of the AU. The Business-level strategy is the strategy at the
level of constituent units. It is about how an individual business unit—i.e., AUSOM, should
compete in its particular market. This is why we refer to business strategy as AUSOM’s
competitive strategy. Business- strategy typically concerns issues such as innovation in
programs, curricula, methodology and appropriate response to moves of competitors. The
Operational strategy is concerned with how AUSOM shall contribute to AU Strategy while
pursuing its own business strategy.

Success of an organization largely depends on a well knitted strategy at these three levels. Since,
the core of a business unit’s strategy (AUSOM) emanates from the overall corporate (AU’s)
3 th
Johnson, G., Whittington, K. and Scholes, K. (2011). Exploring Strategy, 9 Edition, Prentice Hall.

Approved as on (November 16, 2017)

vision and mission, therefore, alignment of AU and AUSOM’s vision and mission is essential to
avoid conflicts and frictions at the operational level.

Table 1: AUSOM and AU strategic Intent

VISION
Air University (AU) Air University School of Management
(AUSOM)
“AU aspires to be among the “AUSOM is recognized nationally
leading national universities, for innovative and outstanding
excelling in teaching, learning, academic programs and quality
research, innovation and public research”
service.”

Just as AU aspires to lead in teaching and research, AUSOM also sees itself as one of the leading
Business Schools known for its excellence in teaching and research. In line with the AU vision,
AUSOM’s strategic intent is to become an institution of choice because of its outstanding
programs and quality research that will help it contribute towards public service (Please See
Table 1).

A critical review of Table 2 that compares the mission of AU with that of AUSOM clearly
suggests that both AU and AUSOM carry a clear purpose of imparting excellent and quality
education and create new knowledge through high quality research that will eventually
contribute to the betterment of the society. Both also intend to produce graduates who are
sensitive to the social responsibility concerns and are therefore ethical in their conduct.

Approved as on (November 16, 2017)

Table 2: AUSOM and AU mission
MISSION
Air University (AU) Air University School of Management
(AUSOM)
“The mission of Air University is “AUSOM is devoted to impart
to achieve excellence in teaching excellent business education to
and research for producing prepare competent and socially
graduates with sound professional responsible business leaders and
knowledge, integrity of character, conduct research to advance the
a keen sense of social field of business studies”
responsibility and a passion for
lifelong learning. The University
shall stand committed to creating
an environment conducive for
attracting the best students,
faculty and supporting staff for
contributing to the development
of a prosperous, peaceful and
enlightened society.”

Approved as on (November 16, 2017)

6. Strategic Plan (2017 – 2022)
Goals, Objectives, Actions, Responsibilities and KPIs

Our analysis of strategic position, strategic choices and the strategic action of AUSOM in the light of faculty focus group discussions (FCDs), findings of two research
studies and the recommendations contained in NBEAC Peer Review Report, helped us identify the following seven mutually intersecting goals of significance.

1. Produce graduates ready to compete in the market.

2. Gain recognition for academic excellence and innovation
3. Strengthen research environment

4. Have enough competent faculty on the rolls

5. Engage stakeholders to partner in R&D and workforce preparation.

6. Attract competent and performing students to AUSOM

7. Diversify and expand funding sources of AUSOM

Success in achieving these Goals will help AUSOM move towards its vision and mission.

Approved as on (November 16, 2017)

Goal 1# Produce graduates —i.e., at BBA, MBA, MS and PhD levels, ready to compete in the national market.
Objectives
1. Create ability in
students to think
critically and apply
the knowledge gained,
to make decisions in
real life situations at
work.
Approved as on (November 16, 2017)
Activities Responsibility KPI(s)
- Train faculty in case method of teaching. Chair and Faculty Two training sessions are conducted by August 2017.
members
- Introduce cases in the course outlines. Cluster heads and No# of cases included in course outlines (lesser
faculty number of cases for junior classes and more for senior
classes)
- Revise the grading scheme to include Chair and Executive i. By December 2017, Grading Scheme
sufficient marks for Class participation. body of the university includes 25% marks devoted to case (class
participation) in case of MBA and 20%
marks in case of BBA.
ii. A rubric to grade class participation based
on quality and frequency of responses from
students is developed by September, 2017.
- Supply Human/time/physical resources to Chair Department i) Teaching Assistants are selected/recruited
properly record class participation and ensure by September, 2017.
required decorum of class for class
participation. ii) Teaching Assistant sits in case-based
lecture to record class participation under
guidance of the faculty concerned from
September, 2017 onwards.
iii) Time slot in the time table is inserted,
typically right before the class, for group
discussion among students.
iv) Provide physical space for such discussion.
 2. Impart market
oriented and technical
knowledge to the
students.
3. Prepare students
(BBA and MBA) with
strong interpersonal
and communication
skills.
Approved as on (November 16, 2017)
- Develop course contents in the light of latest Chair and Faculty No more than 20 percent variance from leading/latest
literature and practices -- text books, articles members literature text(s) and source(s) available in the field.
and other literature by August 10, 2017 (On-
going).
- Review the Scheme of Studies and put forth Chair and Academic Alignment with curriculum prescribed by NCRC.
for consideration of the relevant statutory Council
body August 30, 2017 (On-going).
- Include latest technological trends affecting Chair and Faculty i. No# of courses that include new
businesses members technological trends/developments.
ii. No# of leading technological developments
included in curricula (e.g., Block Chain
Technology, Virtual Currency, Big Data)
(Ongoing).
- Include industry specific technical Chair, CAC and i. Identify content/Softwares to be included in
content/softwares in the curriculum faculty curriculum by December, 2018
ii. No# of new softwares included in
curriculum (e.g., T24 Banking Solution) by
December, 2019 (Ongoing).
- Develop/institute real life case studies as a Faculty members Case studies are selected by Faculty for every subject
part of curricula by August, 2017.
- Review case studies for their suitability Cluster Heads and No# of cases reviewed and finalized for inclusion in
Chair courses--- completed by August, 2017
 4. Prepare students (MS
& PhD) with strong
research and report
writing skills.
- Encourage the writing of research articles Faculty Members Every student to be assigned a term paper in each
through assigning ‘Term Papers’ (On-going). course of MS/PhD. (On-going)
- Review research material for its suitability in Senior Faculty and Course outlines are reviewed by August 2017 (On-
all courses (On-going). Chair going)

- Faculty shares its own research with MS and Program Manager, Course outlines include faculty’s research (On-going)
PhD students MS & PhD

5. Promote professional
attitudes and
behaviors among
faculty and students
and afford leadership
opportunities to
students
- Ensuring that classes begin and end at the Chair and Attendance log-in time is noted and disseminated to
precise time (On-going). Coordinator all concerned
- Identify and monitor courses that facilitate Chair, Cluster Heads No# of cases/content focusing development of
development of socialization and leadership and Faculty leadership and socialization skills included in each of
skills the identified courses.

- Identify and monitor courses that develop Chair, Cluster Heads No# of cases/content focusing on development of
ethical conduct in students and Faculty ethical conduct in each of the identified courses.

6. Improve the quality of
teaching and the class
room experience of
the students
- Ensure that teaching content included in the
course outlines is delivered adequately (On-
going).
- Ensuring that quizzes, assignments are
conducted in spirit (On-going).
Chair and Faculty Cross-class inspection reveals over 90% similarity
between content delivered and course outlines.
Faculty Members Course folders are examined to see whether quizzes,
assignments as per policy have been administered.

- Maintain adequate weekly study-load on Chair and Program 25-30 hours of study load (outside the class) assigned
students through an optimal mix of cases, Manager at undergraduate level and 30-35 hours of study load
assignments, projects, quizzes etc. at post graduate levels.

Approved as on (November 16, 2017)

 i. Students’ study load for the next week, for
all the courses he or she is taking, is
estimated at the beginning of each week.
The estimated consolidated weekly study is
adjusted if found excessive. The study load
thus estimated is communicated to the
students and faculty concerned by every
Friday evening (On – going).

- Arrange Alumni participation in classes Program Mangers i. Develop a list of Alumni with high growth
career track records by March, 2018

ii. Plan guest speaker sessions from

September, 2018 onwards (On-going)

- Facilitate Students/Scholars in re-visiting the Chair & Director i. Eco-360 (or other suitable system) is
lectures/contents Academics installed to capture lectures in class by
December, 2020.

ii. Teaching folders (course outlines, content,

solved quizzes etc.) are available online
through the use of Moodle (or other
suitable system) by December, 2020.

Goal 2# Gain recognition for academic excellence and as one of the innovation supporting organization

Objectives Activities Responsibility KPI(s)

1. Strengthen the - Reconstitute Corporate Advisory Board Chair i. Develop TORs of CAB by December,
internal structures (CAB) with membership given to influential December, 2017.
Approved as on (November 16, 2017)
 at AUSOM for business leaders by December 2017 ii. Select Corporate Representatives/Members by
Program’s March, 2018.
adequacy

2. Create new
distinctive programs
and innovate existing
programs
- Review programs’ design, learning Chair and Program i. Corporate Advisory Board is consulted for
objectives and outcomes Managers adequacy of courses and program structure
(On-going)
ii. Alumni network is also consulted for
adequacy of courses and program delivery.

- Conduct a detailed review of BBA, BSAF, Chair and Faculty i. Committees consisting of members from
MBA, MS and PhD programs and compare Faculty Board of studies are constituted by
these with those of leaders in business June, 2017 that shall review and present its
education recommendations by July, 2017

ii. Revision in Scheme of Studies (SOS) of

BBA, MBA and BSAF programs is
approved by Academic Council and is
implemented in fall 2017.

- Offer new post graduate programs in—e.g., Chair and Program i. A feasibility study for launching new post
Health Care Management and Aviation Manager graduate programs is conducted by June
Management etc.—that meet the needs of the 2018. (On-going).
industry in collaboration with Engineering,
Computer Sciences and Medical college ii. Proposed new programs are put up for the
operating under AU approval of Academic Council by August
2018.

- Launch Weekend Programs—MBA, MS Chair, Registrar and i. Programs are launched in Spring 2018.
(Project Management, Management etc.) and Program Managers
Executive MBA (Weekend and Evening).

Approved as on (November 16, 2017)

 3. Develop the - Publicize the use of case method of teaching Chair and Registrar The student enrolment campaign is run, through
identity of school to attract the market segment interested in newspapers, social media and open houses etc. (On-
as a case-based case method. going).
school

Goal 3# Strengthen a research environment that encourages scholarship

Objectives Activities Responsibility KPI(s)

i. Invest in Research - Launch a Research Center at AUSOM Chair and Vice Business Plan for launching the Research Centre
related activities Chancellor (RC) is finalized by June 2018 and RC is fully
functional by September 2018.

- Launch AUSOM’s Working Paper Series Chair and Vice Decide the scope of working paper series by
Chancellor December, 2017 and, seek the management’s approval
and initiate the series by March 2018.
- Ensure that faculty invests sufficient work Chair and Vice Seek annual research agenda for the FMs and monitor
hours in research activities Chancellor performance against the agenda approved by the
HOD/Dean.

- Faculty is trained in securing Grants and Chair and ORIC Allocated budget is fully spent on developing research
consultancies skills of the faculty (On-going)

- Increase research related assistance and Chair and ORIC No# of trainings/sessions conducted where Senior
opportunities for research faculty imparts learning from consultancy to junior
faculty (On-going).

i. At least 10% of AUSOM’s annual budget is

allocated for Research & Development
(R&D) (On-going)

ii. Number of research related funding(s)

Approved as on (November 16, 2017)
 applied for and achieved increase by 10%
per annum till 2022.

iii. AUSOM to develop a list of journals

having dominant content suitable for use of
practitioners.

iv. At least 30% of Journals listed on

AUSOM’s list have practitioner audience.

2. Encourage applied - Increase research publications; involving Increase the number of applied and basic research
and basic research applied as well as basic research publications by 20 percent for each of next four years
from 2018 – 2022.

- Increase ‘Sponsored applied research’ No# of consulting opportunities identified and applied
for increase by 10% each year for next four years
from 2018-2022.

-
3. Increase visibility of - School to display its research through Chair & Faculty i. No# of exhibitions and conferences
AUSOM’s research participation in: attended.
activities
a. Exhibitions ii. No# of researchers from the relevant field
from other universities to present and
b. Conferences participate in the seminar series.

c. Seminar series for presentation of

research meant for AUSOM’s working
paper series

4. Facilitate - Quarterly review of thesis progress is Program Manager, i. No# of Quarterly reviews conducted each
dissertations of conducted by Faculty Board of studies in Chair and Faculty year.
MS/PhD scholars light of AU regulations. ii. Minutes of Quarterly reviews

Approved as on (November 16, 2017)


Goal 4# Have enough competent Faculty on the rolls
Objectives
1. Have well qualified,
experienced faculty
with demonstrated
good teaching and
research ability
Approved as on (November 16, 2017)
- Faculty-student meetings are regularly
conducted to timely complete the research
work.
Activities
- Strengthen the faculty Search and
recruitment function.
- Reward, Recognize and Retain competent
faculty
- Maintain AUSOM’s position as one of the
iii. No# and nature of issues that have been
resolved (e.g., availability of data).
Faculty & Program i. Record (Consultation Form) is developed
Manager by December, 2017
ii. Record is kept in Students’ files and made a
part of semester progress report (Ongoing).
Responsibility KPI(s)
Chair and Registrar Hire faculty using a rigorous process –
i. Case-based demonstration lectures in front of
the departmental faculty board of studies
ii. Interview with selection board typically
chaired by the vice chancellor.
i. Devise an Annual Performance Appraisal
System by June 2018 for the faculty with an
aim to adequately reward and retain faculty
with good teaching and research ability.
ii. Devise criteria by December 2017 to select:
Best Teacher of the semester
Best researcher of the year awards.
iii. Introduce best teacher and best researcher
award by January 2018.
Chair & Registrar Survey of compensation package offered by other

2. Develop technical/
research capabilities
of the faculty
Goal 5# Engage with for profit and not for profit stakeholders to become favorite partner in R&D and workforce preparation .
Approved as on (November 16, 2017)
best wage paying business school in
Islamabad territory
- A calm physical environment suitable for
concentrating on work
- Provide adequate professional growth
(teaching and research) support to faculty
- Train faculty for digital age
Business Schools in Islamabad (2018 onwards and
On- going)
Chair & Director Faculty has noise free offices away from lecture halls
P&D by August, 2021.
Review the faculty development policy for higher
studies and training to facilitate:
i. i. The faculty to undergo PhD, Post Doc and
fellowships in developed countries.
ii.
iii. ii. The participation of faculty in
national and foreign trainings.
No# of faculty/scholars trainings arranged:
i. In Marketing—Adwords, Google Analytics
ii. In Finance—Strata, SAS, E-views
iii. Accounting—Peach Tree, Quick Book
iv. Quantitative Research—SPSS, AMOS, PLS
v. Qualitative Research—Atlas i.5, Nvivo-10
vi. Advanced Data Analysis—IBM Watson
Analytics and SAP Lumira
vii. Organizational Management-- Enterprise
Resource Planning (ERP)
(Ongoing)
 Objectives
1. Develop Strategic
relationships with
major stakeholders
Activities Responsibility KPI(s)
- Initiate ‘Business Barometer’- to understand Chair, Faculty and A Business Barometer, developed by
the status of business/economic activity CAB student and faculty is released annually.
(boom/slump etc.) and the causes of The survey is designed in consultation with
changing trends.. Corporate Advisory board.

Chair and Members i. Develop at least 5 Firm-AUSOM and

- Plan and conduct meetings with leaders in of External Linkages NGO-AUSOM relationships by 2019 and
for-profit and non-profit sectors to identify and CSR Committee another 5 further relationships in next 3
opportunities—e.g., internships, placements, years (on-going)
consulting and research etc. (On-going) ii. MOUs are signed.

Chair and Faculty Format and scope of all these materials is finalized by
-Publish and disseminate widely, including members June 2018 and issues begin by September, 2018
among business and Alumni, the following:
Annual Magazine (The AUSOM), Chair’s Annual
report on state of AUSOM affairs, Chair’s letter
(Bi-annual).

- Arrange events such as: Vice Chancellor’s
Distinguished lectures series, Partners and
Alumni Awards Dinner, Business
Community Events (e.g., Most Admired
Company Award, Innovator’s evening etc.)
Chair and PS to Chair Format, schedule and budget of the events is finalized
by June 2018 and events begin by September 2018
onwards (on-going)

- Develop training programs for executives of Chair and Head CPD Identify areas where firms and NGOs need training by
firms’ and NGOs. December, 2018 and start conducting trainings from
January 2019 onwards (On-going).

- Build strong relationships with Islamabad Chair and Senior Conduct meetings with ICC where faculty and staff

Approved as on (November 16, 2017)


2. Capitalize on
AUSOM’s Alumni
Network
3. Build distinctive
national/international
student/faculty
exchange program
Approved as on (November 16, 2017)
Chamber of Commerce (ICC) to explore Faculty should leverage their existing relationships and
opportunities of mutual interest identify at least one area of mutual interest for
AUSOM by December, 2018
- Ensure better coordination with Placement Chair and Faculty Double the number of Firms in Annual Job fare by
Office where national and international firms members 2022 from present level. With 20% increase in
are invited to recruit AUSOM’s graduates participation annually.
- Arrange Conferences, Symposiums, and Chair and Faculty Planning of events (Format, schedule and budget) is
Debates members finalized by December, 2017 and events begin
onwards (on-going)
- Formalize, develop and strengthen the Chair and Program At least 50% of Alumni are in contact with AUSOM
Alumni Network of AUSOM Managers by December 2017 and it grows by 10% per annum
for next five years
- Increase interaction with local and Chair and Program i. No# of LinkedIn and Facebook connections
international alumni to explore opportunities Managers ii. No# of internship opportunities materialized
for AUSOM graduates iii. No# of job placements materialized
iv. No# of study opportunities materialized abroad
(On-going)
- Develop strong collaboration with foreign Director International No# of MoUs signed with foreign universities by
universities Collaboration Office December 2019
- Introduce faculty and student exchange Director International No # of students placed in AUSOM and our students
program with renowned universities abroad Collaboration Office with foreign Universities by December 2022
 - Offer international internships to candidates Director International No# of opportunities materialized abroad (On-going)
from other countries in AUSOM and Relations and Chair by 2021.
facilitate AUSOM’s students get internship
abroad

Goal 6# Attract competent and performing students to AUSOM

Objectives Activities Responsibility KPI(s)

1. Strengthen student
enrollment and - Restructure the scholarship program to Registrar and Chair Introduce Student Support Scheme (TA Ship) by
retention attract competent students August, 2017

- Assess the potential for Financial Aid (Qarz- Registrar and Chair Initial Assessment of the opportunities by negotiating
e-Hasna) for needy but intelligent students with banking sector by December, 2018

- Enhance communication with prospective
students (On-going)
Chair & Faculty i. Develop and implement marketing plan for
prospective audience.
ii. Identify the specific segments of student
populations that are to be targeted by
December 2017
iii. Identify the strategic market segment
(commerce colleges, other colleges and
schools) and make alliance with them.

- Redesign AUSOM’s website that highlights Chair and IT unit i. Website with updated detailed profiles of
the AUSOM’s faculty and Programs faculty and details of academic programs,
scholarship schemes is ready by June, 2017

ii. Social media components (Face book,

twitter, Instagram etc.) are embedded in

Approved as on (November 16, 2017)

 AUSOM’s website

Goal 7# Diversify and expand funding sources of AUSOM

Objectives Activities Responsibility KPI(s)

1. Improve sources of - Multiply the number of ‘donor calls’ to Chair and Faculty A Fund Raising Committee (FRC) is constituted with
funding for corporations and NGOs members the task to identify potential donors by August, 2018
scholarships and and identify and start calling August 2018 onwards
faculty (On-going)

- Start fundraising activities involving faculty Chair, Class advisors Potential donors are identified, fund raising events are
and students body and student clubs planned by the FRC and fund raising activities are
initiated by August, 2018

- Secure endowed chairs and fellowships Chair and Senior No# of endowed chairs and fellowship grants secured
grants Faculty members by FRC: No of MoUs signed (On-going).

Approved as on (November 16, 2017)