Business Plan for PCIMS DOC

Page 12 of 26

Business Plan

For

Peshawar City Institute of Modern Science

OWNERSYour Business NameStreet AddressAddress 2

City, ST ZIP CodeTelephone

Fax

E-Mail

THIS PLANE IS ARCHETECTED while having full understanding of education in its true spirit BY TIME (study MAK@TIME model) time logo etc.I. Table of Contents

3I.Table of Contents

3II.Executive Summary

3III.General Company Description

3IV.Products and Services

3V.Marketing Plan

3VI.Operational Plan

3VII.Management and Organization

3VIII.Personal Financial Statement

3IX.Startup Expenses and Capitalization

3X.Financial Plan

3XI.Appendices

3XII.Refining the Plan

II. Executive Summary

Peshawar City Institute of Modern Sciences is a private institution with public spirit providing a range of educational programmes in response to the needs of the region. The institute secured affiliation with the University of Peshawar on December 25, 2010. The Institute has an internal strive for excellence in learner achievement, and providing high quality programs and services to ensure that students are well prepared for lifelong learning@ TIME. The Institute to be a true Comprehensive Community Institution offering quality education to focus on the needs of the catchment area.(in the light of TIME)Peshawar City Institute of Modern Sciences 2010-2016 Business Plan is guided by the institutions Mandate, Vision, Mission and Values, and is designed to move the Institution forward in performance with the 2010-2016 Strategic Plan. The Plan addresses the major strategic, financial and pedagogical issues that the Institute will face over the coming four years. It is designed to be an evolving instrument to guide the institution in decisions that lead the Institute to become one of the leading institutes in the region(based on MAK TIME MODEL). With the eventual aim of gaining degree awarding status, by having TIME tag at the end of the period, under discussion.(check it again may be rephrasing is needed)Over the next four years, Peshawar City Institute of Modern Sciences by having TIME support will experience growing momentum within the context of financial challenges and a heartbreaking economic environment. The summary of goals and strategies developed to respond to the environmental factors and support the strategic direction of PIMS are:

High Quality and Responsive Student Education and Support Programs:

Includes: Improving student enrolment and success through the Strategic Enrolment Management Plan; increasing accessibility for regional learners; addressing learning needs; focusing on applied research; and utilizing technology to enhance learning, services and information management.(add a little from TIME philosophy)Contributing to the Quality of Life and Economic: (put TIME paper in process contact Muhib with little tough time)Includes: Building community, industry(including education TIME FUTURE) and government support; addressing community learning needs; increasing learning opportunities; developing academic, community and industry partnerships; and increase innovation opportunities to develop entrepreneurial society leads to the nation. An Engaging and Supportive Working Environment:

Includes: developing employees(transforming individuals in to intrapreneurial comunity ); improving internal processes and adding policies; enhancing recruitment strategies by having full understanding of contemporary Human recourse management standards and human development ; implementing the Mandate, Vision, Mission and Values, as well as a cultural change across the institution; implementing the Emergency Preparedness Plan; and creating an enterprise risk management program.

Sustained Fiscal Health of the Institution:

Includes: improving financial management and fundraising; planning for capital renewal; updating the campus master plan; expanding facilities to accommodate growth.(both in terms of expansion and development)III. General Description of the InstituteMandate

Peshawar City Institute of Modern Sciences is a private Institute operating as a comprehensive community institution under the affiliation of the University of Peshawar @ TIME. The Institute offers regional learners instruction and support services that are learner-centered and responsive to the lifelong educational (and experiential needs of the students, ultimate source of intrapreneurial skills)As a comprehensive community institution, Peshawar City Institute of Modern Sciences (PIMS) is committed to expanding access to quality education by responding to community (stakeholders), regional and TIME demand(s). The Institute offers different business programmes in response to regional, community and industry demand.(combine this needs rephrasing)The Institute encourages and supports applied research and scholarly activities, and innovation activities that complement and enhance teaching and learning in program areas and in industry sectors where its academic expertise enables such a contribution.

Vision: Peshawar City Institute of Modern Sciences is recognized by its learning communities for leadership in educational excellence.(the reflection of time)Mission Statement: Creating connections to knowledge, experience and community one life at a TIME.

Values: The fundamental values of Peshawar City Institute of Modern Sciences are:

Student Centred We commit ourselves to a community of learning.

We commit ourselves to an honourable teaching and learning relationship.

We give students opportunities and facilities for growth & enrichment.

The student is always the beneficiary of our activity. Integrity We live up to the highest standards of professionalism through fair and ethical behaviour.

We do what we say and build trust through our actions.

We are honest and open.

We strive to earn our students' and supporters' trust. Respect We treat each other, our students and our public with dignity and respect.

We take responsibility for our reputation.

We are enhanced by cooperative efforts, partnerships and shared use of resources in an atmosphere of respect.

Accountability We are accountable to the community we serve.

We strive to provide a safe and caring environment for students, staff and visitors.

We are fiscally accountable.

We make evidence based decisions. Innovation We respect our past but we are future focused.

We engage students in creative learning.

We are responsive (proactive)and market driven.

We strive to be a leader in applying information technology in ways that can transform higher education from traditional to entrepreneurial. Human resource and Humanity

We respect the individual (Regardless of her/his age and rank) and respect his/her integrity and privacy.We treat human resource as our major(ultimate) competitive advantage.(transform, h capital and knowledge worker)

IV. Development PlanThe development of Peshawar City Institute of Modern Sciences can be divided into two distinct phases. First, an era as an affiliate body of University of Peshawar and Second, as an independent degree awarding institution. The scope of this report is limited to the first phase. For the second phase a strategic evaluation and planning activity is strongly recommended by TIME.From an organizational development point of view the first phase is further divided into four distinct phases.

1. Initiation: This phase is meant for developing the basic infrastructure, implementing elementary and uncomplicated organizational structure, creating market awareness and secure culture. Negative financial returns are forecasted for this phase, due to high initial costs. This phase will include activities 1 to 5 of Development plan timeline. (change it)2. Growth: This phase is meant for establishing reputation and broadening the course base offering. Financial stability is forecasted for this phase, because of spike in revenue which will be balanced by a spike in costs. This phase will include activities 6 to 8 of Development plan timeline.(page number)3. Momentum: This phase is marked the complete operational ability of the institute at full capacity. Stable reinvestment of revenues in the future development plans and creation of a investment portfolio is strongly recommended in this phase. Higher financial returns are forecasted for this phase, due to the increase in revenues and stabilization of costs. This phase will include activities 9 to 16(page number) on the Development plan timeline.4. Transformation: This phase marks the logical conclusion of the effort of this business plan by the transforming the institute into an independent university with a nationwide reputation. Transformation of most of the assets into reinvestment into the University is forecasted. But TIME recommends retention of some assets and consolidated income for the operations of the University and the involvement of industry experts in collaboration with the staff of the institute for the purpose of transformation. This phase will include activities 11 and 17(pagenumber) on the Development plan timeline. Delete this page

Marketing Plan:For marketing purpose seven districts have been selected, namely, Malakand, Mardan, Nowshera, Charsadda, Peshawar and Kohat. The ripple effect will spread through seven additional districts and agencies, namely, Lower and Upper Dir, Swat, Mohmand, Karak, Hangu and Khyber. Data collected from these areas show strong educational trends in the primary target area and a developing educational trend in the secondary targets. (if possible add latest data) DistrictPopulationFA/FScBA/BScPrimary education

Institute Enrolment EstimateInstituteEnrolmentEstimateMaleFemale

Lower Dir79800022253160004307260006247

Upper Dir57500074872000191715006752

Swat126000017241050007222545006138

Malakand56700069312000672815007774

Mardan1460000243662120000106628120007754

Swabi10830001411903000105663110008058

Nowshera87500015140345006316660008464

Charsadda102500015176660004191738006751

Peshawar21000002533261450099593180007955

Kohat56200013174265004118022008257

Karak430000762235006171135008162

Hangu315000235825003110520008958

Total1193500017850073000

*institutes represents Government Institutes only and Enrolment is given only in those institutes.** Estimates takes into account the Private Candidates and Candidates from Private institutions.

The marketing program should be aimed at creating awareness in 7.6 million population in the primary target and 12 million overall, in the initiation phase. Similarly strong marketing is recommended for females in Abbottabad, Haripur and Mansehra.

Competition:Competition is expected from institutes affiliated with University of Peshawar, but on a broader scale competition will also be faced from the degree awarding institutes. There are eleven (11) institutes that offer BBA/B.COM/MBA/M.COM degree from University of Peshawar.

Abacus College of Business and Commerce Peshawar B.Com.

ICMSPeshawar B.Com, BBA, MBA

Islamia Institute of Business Education and Computer Science Peshawar B.Com.

Khyber College of Commerce and Managements. Peshawar B.Com, BBA, MBA

Muslim College of Commerce, Faqirabad. Peshawar B.Com, BBA, MBA

Muslim Educational Complex, Dalazak Road. Peshawar B.Com., BBA, MBA

Pakistan Degree Colllege of Commerce & Computer Science Nowshera B.Com. , BBA, MBA

Peshawar College of Commerce and Business Administration Peshawar B.Com., BBA, MBA

Professional College of Commerce and Management Peshawar B.Com, BBA, MBA

Brain Institute of Computer Sciences Peshawar B.Sc./BCS, M.Sc. Mathematics, Computer Science, BBA & MBA

Edwardes College Peshawar B.A./B.Sc. & BCS. HND

Mardan Institute of Management Studies (MIMS) Mardan BBA / MBA

National Institute of Management Sciences (NIMS) Peshawar BBA / MBA

Peshawar Business School Peshawar BBA/MBA

Awan Institute of Management Sciences (AIMS) SwabiMBA

Muslim College of Commerce & Management, Dalazak Road PeshawarB.Com

National College of Science & Management (NCS) PeshawarM.Com, B.Com. BBA, MBA

On closer analysis it can be seen that these institutes compete mostly on price and affiliation with University of Peshawar. Except for Edwards College, most of them lack in quality faculty or associated facilities. MIMS, AIMS and Pakistan Degree College are competing on the basis of their location in Mardan, Swabi and Nowshera respectively. Most of the institutes have low brand recognition, but some are furiously involved in promotional activities like NIMS, ICMS, KCC and NCS. Only Muslim College of Commerce has dominant brand recognition through its historical background at Diploma level. At the second level of competition there are degree awarding institutes and Universities, located in the target areas. These universities are resource rich, have proper management systems and rely heavily on promotional activities. Most of them attract students from all over the province, while some like UoP and IMSciences have quality faculty at their disposal.

Islamia College University, PeshawarPeshawar

University of PeshawarPeshawar

Sarhad University of Science & Information TechnologyPeshawar

Qurtaba University of Science & Information TechnologyD.I.Khan, Peshawar

Preston UniversityKohat, Peshawar

NWFP Agriculture University (IBMS)Peshawar

Northern UniversityNowshera

Kohat University of Science & TechnologyKohat

Institute of Management Sciences (IMSciences)Peshawar

City University of Science & Information TechnologyPeshawar

CECOS University of Information Technology Peshawar

Frontier Women UniversityPeshawar

Abasyn UniversityPeshawar

Abdul Wali Khan UniversityMardan

List of Universities offering BBA/B.COM/MBA/M.Com:Promotion:

An aggressive promotional campaign is recommended at the initiation phase, while it should be continued with the same or slightly lesser force to the Momentum phase. The promotion mix should include:

1. Website (an interactive website that can be later utilized as a learning tool)

2. Billboard (Thirteen spots at different points in the target areas)

3. Newspapers (Both English and Urdu newspapers of repute)

4. Mobile Marketing

5. Information Packages (To be distributed while information sessions at various Educational institutes).

6. Flyers (To be distributed at General Bus Stand Peshawar)

7. Television Ads.

8. Mopies.At the same time emphasis is on targeting the catchment area of Peshawar, Female Marketing through special promotions, scholarships and Hostel and Pick and drop facility, and Institutional Contracts and Awareness (institutional awareness raising programs and discounts) are strongly recommended.

ENROLMENT PLAN

PIMS enrolment targets for the next five years embody a strategy to increase the number of students attending the institution by:

1. Targeting the high potential markets through cohesive marketing campaigns.

2. Offering institutional discounts.

3. Scholarships to push the merit upwards.

4. Targeting the catchment area of Peshawar.

5. Attracting female students by offering scholarships, targeting high potential female markets (refer to marketing section) and specialized female customers.

Why should PIMS succeed, Critical Success Factors:The Critical Success Factors for Peshawar City Institute of Modern Sciences 2010-2016 Business Plan are as follows:

1. Quality Learning

2. Excellence in People

3. Economic and Market Responsiveness

Building on these directions, four main goals remain as overarching priorities that will guide the Institute into the future:

1. Quality and responsive education and student support programs.

2. Contribution to the quality of life and economic growth in the region.

3. Engaging and supportive working environment.

4. Sustained Fiscal Health of the institution

PIMS Campus It will offer the opportunity for an accessible, flexible and responsive learning environment, but it will also help to meet the needs for advanced education in the area. To ensure an effective transition, the following initiatives have been identified:

Integrating human resources, communications, infrastructure, finance and governance work streams;

Open communication and staff engagement processes

Financial Sustainability To enhance the quality and value of the education provided to learners, PIMS must continue to be financially sustainable. Accountability and transparency are areas that are important. In addition, the financial reality of the economic downturn has resulted in a conservative approach in budgeting income projections. As such, a revenue stream must be secured to meet the forecasted operational and capital needs. To address these concerns, the following initiatives have been identified:

Aligning the institution-wide fundraising plan to incorporate involvement from all departments;

Promoting departmental responsibilities and accountabilities for the financial health of the Institute

Human Resources Staff recruitment and retention are significant challenges. Competitiveness of the market makes it difficult to attract qualified staff while maintaining fiscal balance during the economic downturn. With this in mind, the following initiatives have been identified:

Developing current staff and management;

Improving and defining internal processes; and

Enhancing recruitment strategies within the constraints of market-conditions. Institutional Culture The transformation of the institutional climate and culture continues to be a priority for PIMS. Without this change, the organization will not be successful in achieving the strategic goals set in this plan. The Institute must be committed to a collaborative climate and culture that values teamwork, and is flexible and adaptive to change. The following initiatives have been identified to lead an effective transformation of the institution:

Implementation of the vision, mission, values and mandate; and

Fostering a cultural change within the organization.

Campus Development It is essential that PIMS address campus development and land planning as it considers the needs of its stakeholders. The Institutes plans must consider the resources necessary to support projected growth with limited financial support. This not only includes reassessing potential capital expansion and renewal projects, but it also consists of reviewing the needs of technical infrastructure and equipment, as well as non-curricular services. With this in mind, the following campus development initiatives have been identified:

Development plans for continued expansion and enhancement to better the educational needs of our region.Campus Programming PIMS understands the importance of expansion of current facilities to accommodate a changing economy as an important direction on which the Institute will focus. With these requirements in mind, the following initiatives have been identified:

expansion of new programs at the campus;

Continued consultation with the University representatives to determine how the Institute can support new programs at PIMS; and

Continue to develop relationships with industry to ensure a high level of success.

Financial PlanIn preparing the 2011-12 budget and the planned statements of operations and financial position for 2011-12 to 2014-15, a number of complex factors had to be taken into account.

First and foremost, the budget is aligned with the Strategic Institute Plan. Over the period of this plan, PIMS@TIME is positioned to invest in research, academic program development, course delivery and student services, all of which are staffing and technology intensive.

In 2012-13, substantial permanent staffing increases are planned to position the Institute for growth and to add new academic programs and enhance student services. In contrast, in 2011-12, only moderate staffing is planned, primarily to align with direct student service needs. As salary increases are a key budget driver, by the end of this plan, salaries and benefits will constitute nearly 70 per cent of all university expenditures.

Capital investments are desperately needed for facilities for staff, marketing and for information technology development: Rs.141 million in capital investments are planned for the beginning of period 2011-2012.

The availability of financial and physical resources is key to PIMS@TIME development as an Institute. Strong registration growth is expected over the period of this plan.

Finally, net assets (reserves) generated from each year surpluses will be used to invest in new Program development, technology, facilities and ultimately PIMS own university charter.

ExpensesExpenses are projected as follow:

PIMS@TIME EXPENDITURE PLAN 2011-2016

EXPENSESPer month2011-20122012-20132013-20142014-20152015-2016

SALARIES

1. MANAGING DIRECTOR1500001800000180000018000001800000 1800000

2. DIRECTOR PROGRAMS80000960000960000960000960000960000

3. DIRECTOR FINANCE60000720000720000720000720000720000

4. FUND RAISER50000600000600000600000600000600000

5. PERMANENT LECTURERS 75000

900000

(25000*3)1800000

(25000*6)3000000

(25000*9)4200000

(25000*11)4200000

(25000*11)

6. VISITING LECTURERS1000 per hour

720000

(12 Sub,6 Lecturers)1440000

(24,12 Lecturers)1440000

(24,12 Lecturers)1440000

(24,12 Lecturers)1440000

(24,12 Lecturers)

7. ACCOUNTANT18000216000216000216000216000216000

8. LIBRARIAN12000144000144000144000144000144000

9. IT LAB ASSISTANT18000216000216000216000216000216000

10. STUDENT AFFAIRS10000180000180000180000180000180000

11. RECEPTION2100002240000240000240000240000240000

12. EXAM/RECORDS2120002288000288000288000288000288000

13. PEONS460004288000288000288000288000288000

14. SECURITY GUARD10000120000120000120000120000120000

SALARIES TOTAL73920009012000102120001141200011412000

15. MATERIALS/STATNRY20000250000300000350000350000350000

16.REPAIRS/CONTINGENCY30000360000500000600000700000700000

17. UTILITIES12000014400001800000216000022000002200000

18. UOP DUES3000/Student6000001200000150000018000001800000

TOTAL1004200012812000

148220001646200016462000

Revenues are projected as follows:PIMS@TIME TUITION FEE PLAN PER YEAR

PROGRAMSMBABBAMCOMBCOM

Tuition fees68000600004000028000

Admission fee10000100001000010000

Annual dues2000200020002000

Exam Fee2000200020002000

TOTAL82000740005400042000

PIMS@TIME NUMBER OF STUDENTS PER YEAR

YEAR2011-20122012-20132013-20142014-20152015-2016

MBA50100100100100

MCOM50100100100100

BBA50100150200200

BCOM50100150200200

TOTAL200400500600600

PIMS@TIME FINANCIAL PLAN 2011-2016

STATEMENT OF OPERATIONS

REVENUEFINANCIAL PLAN

2011-12FINANCIAL PLAN




2015-16

MBA Tuition Fee34000006800000680000068000006800000

BBA Tuition Fee3000000600000090000001200000012000000

MCom Tuition Fee20000004000000400000040000004000000

BCom Tuition Fee14000002800000420000056000005600000

Admission Fee20000002000000200000020000002000000

Annual Fee/Exam Fee8000001600000200000024000002400000

Grants/Research/Projects

Donations

TOTAL1260000023200000280000003280000032800000

EXPENSES

Salaries73920009012000102120001141200011412000

Utilities(power/gas/telephone)14400001800000216000022000002200000

Materials/Supply250000300000350000350000350000

Repairs/Maintenance/Contingency360000500000600000700000700000

Peshawar university fees6000001200000150000018000001800000

TOTAL1004200012812000148220001646200016462000

EXCESS OF REVENUE OVER EXPENSE255800010388000131780001633800016338000

HUMAN RESOURCES PLAN

Human Resources represent a key asset for Peshawar City Institute of Modern Sciences through the invaluable contributions of faculty and staff to the culture of academic excellence. The Institute needs to allocate resources to attain and attract quality resources to ensure a high level learning environment. As such, with the fiscal challenges the Institute is facing the following initiatives will be addressed within the next five years:

1. Recruit and select the most appropriate candidates to fill campus vacancies.2. Participate and assist in facilitating the cultural change towards the Institutes mission, vision and values;

3. Pursue new approaches and best practices in human resource functions

4. Implementation of a system for Institute employees to be able to track and update their absences

5. Adapt the functionality, and continue to develop the Leadership Training and Development program

6. Programmes to support the professional development of all staff and faculty this includes providing workshops in addition to the Leadership Training and Development Program.

7. Provide family and pension benefits. Which should be at least ten percent of salary and equal amount should be contributed by the Institute. This will enhance long term employee retention.

8.

RoleCompensationResponsibilities

Managing Director100,000/- plus House and Car. Ten percent retirement fund.Manage overall operations.Institute culture.

Figurehead.

Representing organization to the stakeholders.

Director Program80,000/- PMTen percent retirement fund.Co-ordinating Ongoing programs.Arrangement of faculty and time tables.

Get affiliation for new programs. (LLB, Economics, ACCA, HND and others)

Arrangements for new programs start up.Faculty assessment and recommendation to director admn. for hiring, promotion, and raisesDealing ongoing student affairs.

Director Finance (Controller) 60,000/- PMTen percent retirement fund.Manage finances.Co-ordination with university.

Manage students data bases.

Admissions.

Director Administration60,000/- PMTen percent retirement fund.Campus Maintenance.Purchases and supplies.Managing administrative staff.

Human Resource Functions.

Facilities Management (Hostels, Labs, Library, Cafeteria) Events Management and Marketing.

Lecturers25,000/- PMFive percent retirement fund. Lecture delivery.Internal assessment. Can be assigned part-time duties by the directors

Accountant 18,000/ - PMFive percent retirement fundBookkeepingSalaries and fee maintenance

Bank accounts maintenance

Can be assigned part-time duties by the director finance

Librarian 12,000/ - PMFive percent retirement fundMaintenance of library and booksMaintaining library records

Maintaining library assets

Can be assigned part-time duties by the director admin.

Student affair officers10,000/ - PMEntertaining admission enquiries and providing face to face, phone and online guidance.

Preparing admission packages

Maintaining help-desks (in-bound and out-bound help desks)

Verify and maintain admission record of students


Receptionist 10,000/ - PMPublic queries

Telephone operation

Guiding guests

Receiving and dispatching mail and keeping record.


Exam/ Records12,000/ - PM

Five percent retirement fundMaintaining records of students

Arrangement of exams

Maintaining communication record.

Maintaining attendance record

Notifications

Can be assigned part-time duties by the directors

Peon7,000/ - PM plus Eid and quarterly allowanceCan be assigned appropriate duties by the director admin.

Security guard10,000/ - PM plus Eid and Quarterly allowanceCan be assigned appropriate duties by the director admin.

APPENDIX I

STRATEGIC ENROLMENT MANAGEMENT PLAN ALL STRATEGIES

1. Generate, monitor, communicate and employ essential data to make and evaluate enrolment management decisions.

2. Create organizational structures to plan, implement and evaluate enrolment management measures. Ensure adequate resources.

3. Promote training to enhance customer service, product knowledge and basic enrolment management appreciation.

4. Improve teaching and learning practices at the classroom level.

Enrolment: 1. Enhance enrolment initiatives - (Open House, Road Show, Drop in Information Sessions, high school events, etc.).

2. Examine and enhance enrolment process, particularly the Inquires and pre-Application points of contact.

3. Strategically employ the Financial Aid Office to assist in recruiting students.

4. Mine the student database to identify further student enrolment, programming and marketing opportunities.

5. Strategically employ (female) Student Housing (Hostel facility) in student recruitment; promote the fact that we have some of the best (female) student housing. 6. Promote female admissions through vast marketing and scholarship efforts.RETENTION

1. Communicate across the Institute that individual actions affect the student experience and, ultimately, student success and retention.

2. Encourage and value high student-to-student and student-to-faculty interactions throughout the school year.

3. Enhance the Advising Process to aid in Student Retention.

4. Provide enhanced learning supports to all students with the goal of increasing students academic success.

5. Increase student persistence and success through frequent planned and consistent communication with students both individually and corporately.

6. Conduct retention research to identify which PIMS students tend to persist and succeed and which do not. 7. Strategically employ the Financial Aid Office to assist in retention.

8. Ensure that students in crisis have access to adequate support services.

9. Improve student life in Student Housing to help retain students.

MARKETING

1. Enhance and build upon marketing initiatives i.e. (Yearly Advertising Plan, Theme, etc.).

2. Develop a PIMS website in terms of recruitment and retention, communicating information, capturing inquiries, and building community for prospective students.

3. Execute consistent academic program marketing plans and materials, which are aligned with Institute marketing format and standards. 4. Targeting the high potential markets through cohesive marketing campaigns.

5. Offering institutional discounts.

6. Scholarships to push the merit upwards.

7. Targeting the catchment area of Peshawar.

8. Attracting female students by offering scholarships, targeting high potential female markets (refer to marketing section) and specialized female customers.

ACADEMIC PROGRAMMING

1. Deliver existing academic programming in alternative ways ( Spring/summer, evening, etc.) where appropriate, with a view to increasing enrolments.

2. Articulate and communicate the linkages and pathways between institutes programs (Academic Upgrading and University Studies, Diploma programs etc.).

3. Develop new academic programming/ increase spaces in high demand programs based on community needs, marketability, and available resources (as per the Institutional Access Plan).

4. Evaluate existing offerings and reallocate resources where appropriate from underperforming programs to new or growing programs.

POLITICS

1. Pursue external partnerships and agreements, which will facilitate higher enrolments. Mission of TIME, vision of TIME, value of TIME, past of TIME, the present TIME and future of TIME..sadaf sadat task to Take notes and produce the desired results.

Training # 1

Next is very soon. Inshallah.4. Law College Affiliation

9. Fourth

Admission

Development Plan Timeline (tentative)

1.Secure Affiliation

10.

Mid- term Evaluation

Dec 2010Jan 2011Feb 2011Aug 2011Oct 2011Aug 2012Oct

2012Apr

2013Oct 2013Dec 2013Mar 2014Apr 2014Oct 2014Apr 2015Oct 2015Aug 2016Sept

2016

2. Start Up Operations

8. First

Pass out

6. School of Social Sciences Affiliation

7. Third Admission

3. First Admission

5. Second Admission

12. Second Pass Out

14. Third Pass Out

11. Initiate University Status Efforts

13. Fifth

Admission

15. Sixth

Admission

16. Fourth Pass Out

17. Secure University Status

Organizational Hierarchy

(With RESPECT TO REPORTING RELATIONSHIPS)

Managing Director

Director Administration

Director Academics

Controller

Librarian

IT Assistant

Student Affair Officer (2)

Receptionist (2)

Lecturers

(2)

Visiting Faculty

Accountant

Examination Officer

Database Officer

Peons (4)

Security Guard

MD

DIRECTORS

OFFICERS

RECEPTIONISTS AND STUDENT AFFAIRS

PEON AND SECURITY GAURD

PROFESSOR

ASSOCIATE PROFESSOR

ASSISTANT PROFESSOR

LECTURER

AUTHORITY EQUALENCY BETWEEN ACADEMIC AND MANAGEMENT STAFF

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Business Plan for PCIMS DOC