STRATEGIC PLAN BY SCHOOL. Appendix A

STRATEGIC PLAN BY SCHOOL Appendix A

STRATEGIC PLAN SCHOOL OF ENGINEERING & TECHNOLOGY (SET) Challenges Facing Engineering Education Changing practice of engineering: rapidly and profoundly changing societies and stakeholder expectations Engineers were perceived as Creators of knowledge, now they are perceived as users of tools Emerging importance of business, environmental and social issues in engineering disciplines Nature of research (focus on applied research) Technology transfer (working on real problems) Globalization : higher global competition Key Characteristics of Strategic Plan Strong financial base High International standing through strong research focus in selected thematic areas and close networking with key leading research laboratories in the world. Critical mass of faculty in each field and the networking resources. Diverse product portfolio with offerings of quality programs in Asia and beyond. Close linkage with Industry. Innovative learning approaches. Transparent and open Management. International Faculty, staff and students. Innovation is fostered and rewarded Goal One: Strong Financial Base and Diverse Product Portfoli Substantially improving resource funding. Increasing the proportion of total enrolments returning the full economic cost of the educational programs to which they relate. Increasing international student enrolments. Engaging external stakeholders in fund-raising and funding partnerships. Diversifying the product portfolio with new and innovative programs such as Professional programs, Undergraduate programs and Executive programs to support the human resource needs of a prosperous Asia. Key performance indicator To increase the annual unit-of-resource funding of the School. To increase the School s income from fees for educational services, IP, technology transfer and fund raising

Goal Two: High International standing through strong research focus in selected thematic areas and close networking with key leading research laboratories in the world Building a world class research profile. Encouraging and enabling faculty and staff to reach their full potential. Emphasizing excellence in appointments. Achieving international research leadership in selected areas. Development of infrastructure Key performance indicators Annual increase in the School s share of the world s high impact research publications. Achieving annual increases in external grant income Annual increases in total audited research expenditure Achieving annual increases in the number of postgraduate Masters and PhD students successfully completing their programs within the specified period Goal Three: Critical Mass of Faculty in Each Field of Study and Networking Each field in the School will have critical mass of faculty to ensure the impact of the field in teaching and research. Given the blurring of disciplinary boundaries, we need to develop a system that continues to attract the best faculty and students, to mentor them, to nurture them, and to provide a supporting environment for their intellectual growth. This is a strong focus of my strategic planning process Key performance indicator The core faculty resources in the School will be supplemented through the network of qualified resource persons from Industry, Partner Institutes and AIT community. Goal Four: Close linkage with Industry and other research organizations A systematic approach will be used to foster close relationship with industry and other research organizations. Obtain funding from the industry and guarantying the industry the high quality human resources as per their needs. A panel of international resource persons will be commissioned to further develop this concept. Full commitment for the Public Private partnership model Key performance indicator Funding received from industry Number of collaborations established with global, regional and local industry.

Goal Five: Innovative Teaching and Learning The school will encourage and reward excellence, innovation and creativity in teaching and learning. In its employment and promotion policies and procedures, the School will value, support and rewards excellent faculty members and staff. The school will put in place benchmarking and best practices for review of programs and work towards accreditation process. The School will collect valid, independent feedback both on the quality of teaching and learning in every program it offers Key performance indicator Annual improvements in student satisfaction with the quality of teaching they receive and of the learning environment they experience at the School of Engineering and technology. Sustained high levels of satisfaction among key employers with the quality of School graduates, as measured by properly validated employer satisfaction surveys. Annual increases in the number of students enrolled in programmes Goal six: Transparent and open Management Developing and maintaining simple, flat management structures with a minimum of hierarchy in supervisory and reporting relationships. Devolving responsibility and accountability to promote collegiality, efficiency and effectiveness. Systematic planning and re-planning, regular performance reviews and rigorous accountability at all levels, and a commitment to continuous improvement. Maintaining best practice standards of financial management and accountability Key performance indicator Annual improvement in levels of satisfaction with the quality, effectiveness and efficiency of leadership and management in the School Administration, at all levels. Reduction in the cost of administration as a percentage of total expenditure. Effective financial management and control through analysis of key financial performance and sustainability indicators Urgent Action Plan for 2009 1) Student Recruitment Continued to tap top Thai students Must recruit more overseas students to maintain internationality Scholarships 2) Quality of student support Improve class-room facilities Upgrade laboratory equipment Facelift infrastructure supports to enchance student s learning process Establish Internship More involvement from doctoral students

Immediate-Medium Term Goals Accreditation of SET Program from international bodies. Work towards establishing Ranking of AIT as an international university. Elevate the performance and rankings of AIT as one of the Asia s leading research universities

STRATEGIC PLAN SCHOOL OF ENVIRONMENTAL, RESOURCES AND DEVELOPMENT (SERD) SERD Mission: SERD activities and functions will be within AIT Mission To develop highly qualified and committed professionals who will play a leading role in the sustainable development of the region and its integration into the global economy" SERD Vision: 1. Will continue its leadership role in offering excellence academic programs relevant to regional needs and responsive to students interests. 2. Research will be concentrated toward focal areas and are to be conducted by core teams. 3. Outreach will be community-service-oriented 4. Will be consolidated and financially viable. The School activities including the students, staff, faculty and curricula, will be subject to quality assessment. SERD Focus: Resource Management/ Development Studies/ Energy and Environmental Management Strategic Goal 1: Strengthen Internationality as a Regional Network Institute Establish & strengthen AIT centers in relevant countries strengthen existing regional network (Outreach networks, WAP, ARPEEC, RRPET, University networks, NCCR project, ASIA-LINK projects) and develop New networks (promote academic cooperation) Further enhance diversity of students, staff, Faculty evolving AIT diversity as a strength promote AIT in Africa, Middle-east and Central Asian Republics and start/strengthen alumni networks Increase interaction among the nationalities in AIT Social club in SERD, SERD sports, SERD Annual Dinner, more inter-cultural activities such as Loy-Krathong Festival Strategic Goal 2: Manage Institutional Knowledge for Competitive Advantage Strengthen/ develop academic/ research programs in niche areas in order to further strengthen AIT as a graduate level institution Regional capacity building Develop institutional memory/ knowledge management Institutionalize Strategic Goal 3: Create a System for Academic Program Renewal Strengthen established multidisciplinary programs with resource required Develop QA mechanism for all academic program and securing accreditation Invest more in developing case studies in teaching and learning Focus on professional MS and Ph.D. programs with market survey and identify potential partners Flexible program to accommodate training and degree (credit transfer Strategic Goal 4: Strengthening Institutional Orientation towards the Professions Collaborate with partner institutions/private sectors in their capacity building programs. Funds for joint research/teaching and so on are required.

Strategic Goal 5: Embed Entrepreneurial in Academic and Management Culture Curricula development that integrate technology, business and environment (Agribusiness Management, MBA in Energy, Aqua Business Management) Institute-wide course on professional communication (professional report writing and presentation; grant proposal writing)] Case studies on successful entrepreneurship to supplement teaching materials Revision/improvement of existing curricula to incorporate entrepreneurship, if applicable Invite successful businessmen and entrepreneurs to deliver seminars at AIT Internship in public, private and international organizations with demonstrated entrepreneurship. Strategic Goal 6: Enhance AIT s Focus on Research Identify priority research areas for each FoS and develop interdisciplinary research Decentralize institute research budget allocation to school level Establish dedicated research centers at AIT Strategic Goal 7: Develop and Implement a Comprehensive Communications and Marketing Strategy Increasing awareness of SERD s donors/ audiences by School and ERCO Marketing and recruiting media by ERCO Redesigning website Enabling efficient internal flows: Highlighting SERD activities through emails, web, and faculty meetings Ensuring employees are on messages Strategic Goal 8: Expand the Financial Resource Base International status: Mobilizing funding from Asian countries through respective ministries Internationally competitive resource mobilization function High margin programs Fund raising Increase non-tuition revenue Strengthening alumni networks Endowment fund Strategic Goal 9: Develop Facilities that Serve Strategic Goals Development of new-environmentally friendly campus plan Provide friendly environment for handicaps Establish AIT property fund AIT Campus and centers best practices in SD Building state-of-art labs and Integrate lab facilities Utilize facilities of partner institutions Strategic Goal 10: Enhance Administrative Effectiveness Management centers with operational effectiveness/ transparency/ accountability Implementing responsibility/ result based center management: Productivity measurement of all administrative positions Empowering individual-decision makers by fully devolving authority Improving financial management practices: full decentralization of schools

Placing high priority for on serving the student needs Strengthening HRD/ staff-faculty recruitment process

STRATEGIC PLAN SCHOOL OF MANAGEMENT (SOM) Vision: to become the leading creator and disseminator of Asian management knowledge, practices and values". Mission: to develop socially responsible global leaders who will enhance organizational performance for the growth and sustainable development of economies and societies in Asia in particular and the world in general". Major Challenges Maintain academic excellence while increasing agility through creating a dynamic, responsive and flexible organizational structure for operations and program development. Have a unique value proposition for the MBA, executive MBA and doctoral programs that can differentiate from the fast increasing number of national and international competitors in the region. Identify the profile of the future management faculty and attract candidates with hybrid or triple (Tshaped) skill and experience sets. Recruit sufficiently qualified faculty for doctoral research supervision, and support to the MBA program AoS in Finance and Banking. Strengthen and diversify the role and contributions of the SOM Advisory Board through guiding and actively supporting the school in new strategic directions and initiatives and through advancing and defending the interest of school within the stakeholder community of board members. Program Accreditation: Limited choice due to resource constraints Goal 1: Improve productivity of teaching resources by filling up in MBA program capacity (100 students) Recruit student from regions outside SOM s traditional presence, such as the Middle East, China, Central Asia and Africa; Offer unified Bachelor- MBA & MBA PhD programs with partner universities; Part-time MBA: attracting local working people; can be integrated with the regular MBA at least additional cost, e.g. PMTM; Alumni as agents/advisors to applicants and mentor of enrolled students; Surplus from programs run by SOM can be used to form a scholarship/fellowship funds for critical and new countries. Encourage Special and Dual degree program students to join the MBA program on a fee-paying basis agreement, e.g. SOMAIYA in Mumbai. Develop and Strengthen AoS in new emerging issues such as CSR and Sustainable Development in MBA and executive MBA programs. Image building through more active involvement in regional and international associations; publications in business magazines in Asia; participation in reputed international conferences and seminars; Business Festival cum alumni reunion meetings (ex 2009 celebrations of 20 years MBA program anniversary; delivery of talks in academic and business fora for the alumni, among others; have SOM exchange students promote AIT in partner schools. Goal 2: Build strong international resident faculty base Hiring vs. grooming competitive international faculty to fill 5 vacant full positions (previous SOM resident faculty 20, now only 10)

Periodically invite high-quality adjunct faculty and industry experts to co- teach courses based on their expertise. Improve pedagogy through new innovative teaching methods: Game-based simulation, video, etc. received positive response from students. Develop faculty capacity & capability for case writing and re-activate ACCH & develop website for faculty to post cases. Increase linkage with corporate and with other university partners to obtain academic expertise for curriculum development. Goal 3: Strengthen Research Visibility Establishment of few broad research themes at SOM covering faculty expertise and highlighting and integrating cross-disciplinary topics under the umbrella of Climate Change Management of Innovation & Entrepreneurship Socially and Environmentally Responsive Management Develop world class research excellence in at least one area of specialization with o critical mass of expert resources for research fund acquisition. o impact publications drawing more attention to SOM. Recruiting one post-doctoral fellow for each research theme and help cultivate their teaching skills. Support at least 50% of full time faculty to have a paper in one international top conference per year. Offer unified MBA PhD programs with partner universities. Establish cooperation in regional networks focused on sustainable business development and economic growth (ex ProSPER.Net Project, CSR Asia, WAP, UNEP) and leverage links to develop teaching and research on new Social Business models. Research publications in business magazines in Asia. Goal 4: Customize professional degree programs to industry needs Offering new specializations in EMBA programs (i.e. CSR, Sustainability, Entrepreneurship, etc.) Moving toward a more "problem based learning" style of engagement with executive participants. Professional workshops and executive development programs for School s corporate members to update executives and alumni on current issues and skills. Distinguished Alumni Lecture series with a social event at the end. Develop new PMTM specializing in Energy Management with SERD, Aquaculture Business with AITVN, Tourism Hawaii?, etc. SOM Faculty to join focus groups of consortium of Science, Technology and Innovation (STI) Policy Office, under Ministry of Science and Technology in Thailand, on STI policy for service industry with an emphasis on logistics and tourism STI to build new relationships. Start training courses in Service Sciences and Management, e.g. Dusit Thani, Bumrungrad, SCB Bank, etc