Faculty of Arts and Humanities

Asia-Pacific International University

Five-Year Strategic Plan (2015-2019)

April 2016 Revision

 Faculty of Arts and Humanities

Table of Contents

Part 1 Strategic Plan of Asia-Pacific International University 2015 – 2019..................2

1.1 Historical Background.........................................................................................2
1.2 AIU Philosophy...................................................................................................2
1.3 AIU Commitment................................................................................................2
1.4 AIU Vision..........................................................................................................2
1.5 AIU Mission Statement.......................................................................................2
1.6 Asia-Pacific International University Profile......................................................3
1.7 AIU Strategic Themes.........................................................................................3
Part 2 Five-Year Strategic Plan of the Faculty of Arts and Humanities and.................4
2.1 Historical background of the Faculty of Arts and Humanities............................4
2.2 Vision of the Faculty of Arts and Humanities.....................................................4
2.3 Mission of the Faculty of Arts and Humanities...................................................4
2.4 Profile of the Faculty of Arts and Humanities.....................................................5
2.5 SWOT..................................................................................................................5
2.6 SWOT Matrix......................................................................................................6
2.7 Strategic Goals and Objectives............................................................................6
2.8 Strategy Map.......................................................................................................8
Part 3 Strategic Goals, Objectives, Strategic Action Initiatives, Indicators, Projects
and Activities.................................................................................................................9
3.1 Strategic Goal 1: Produce quality balanced graduates.......................................9
3.2 Strategic Goal 2: Contribute to the discovery of knowledge through on-going
research inquiry.......................................................................................................14
3.3 Strategic Goal 3: Assist in community building through regular academic
services....................................................................................................................15
3.4 Strategic Goal 4: Maintain the beauty of arts and culture of the nation...........16

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 Faculty of Arts and Humanities

Part 1 Strategic Plan of Asia-Pacific International University 2015 – 2019

1.1 Historical Background

The University is an educational institution which started in 1947 with the School of Nursing
at Mission Hospital in Bangkok. On March 22, 1986, the School of Nursing offered a
Bachelor’s degree and received permission from the Ministry of University Affairs to operate
as Mission College. At that time there was only one faculty – the Faculty of Nursing.

Mission College received permission to operate the campus in Muak Lek, Saraburi, in 1997,
and since 1999 the institution has operated international programs. On June 30, 2009, the
Minister of Education signed documents permitting the change of status and name of the
institution to Asia-Pacific International University.

1.2 AIU Philosophy

The educational philosophy of Asia-Pacific International University is to embrace
harmonious, holistic development in all the dimensions of life. Virtue must precede learning,
so that knowledge, skills, and technology will be wisely, conscientiously, and responsibly
used in the service of society.

1.3 AIU Commitment

Nurturing virtue, wisdom, and holistic development

1.4 AIU Vision

Asia-Pacific International University intends to be a leading, international academic
community dedicated to learning, teaching, and research that affirms human potential,
cultivates moral sensitivity, and nurtures character development. Students are prepared for
lives of joyful and selfless service to others and equipped with essential knowledge, skills,
and an attitude of hopeful optimism.

1.5 AIU Mission Statement

The Mission of Asia-Pacific International University is:

To provide a holistic education emphasizing religious values, academic excellence, and an

informed appreciation of culture, art, and the natural world.
To produce graduates with virtuous characters and high moral standards, along with sound
wisdom and practical skills.
To serve as a training ground that produces leaders for communities and churches throughout
the region and around the world.
To employ an administrative system that meets international quality standards and is noted for
its effectiveness and efficiency.
To be active in research in each academic faculty with findings published in national and
international media.
To be engaged in academic service and other humanitarian programs designed to serve local,
regional, and international needs.

1.6 Asia-Pacific International University Profile

PRESENT REALITY (2015) PREFERRED FUTURE (2019)
1200+ students 1400+ students minimum

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 Faculty of Arts and Humanities

Moderate range of undergraduate academic and Broader range of undergraduate academic and
professional degree programs professional degree programs; increase by 1-2 programs
Limited graduate program offerings Strengthen the current graduate offerings and explore
the feasibility of increasing graduate program offerings
by one new program
30% of faculty with desirable qualifications 50%+ of faculty with desirable qualifications
Strong teaching institution Strong teaching institution
Emerging research output Increase research output by 20% of 2015 levels
50% Seventh-day Adventist students, most coming 60% Seventh-day Adventist students while maintaining
from the SAUM a strong Adventist ethos on both campuses
Primary markets: Primary markets remaining the same
SAUM constituent students (1st);
Adventist students within Asia (2nd);
Thai non-Adventist students (3rd); International
Adventist students (4th);
Other international students (5th)
Campus infrastructure: residence halls on main campus Campus infrastructure able to accommodate 200
(700-800 students), on Bangkok campus (175 additional students (completion of Solomon Hall and
students); cafeteria seats 450 students construction of one additional residence hall)
85-90% live on campus 85% live on campus
Finances trending upward towards stability Financially stability moving towards financial resilience
Limited donation income Increase donation income by 25% to meet capital,
faculty development and scholarship needs of university
Limited alumni engagement Active alumni engagement
Limited scholarships Scholarship growth with 10 new scholarships
Faculty housing used to capacity Increased capacity in faculty housing to meet increased
needs
Strong level of student activities Continued high level of student activities

Emphasis on active spiritual life Continued strong focus on spiritual life

Producing quality graduates AIU graduates sought after by employers

1.7 AIU Strategic Themes

Asia-Pacific International University presents the following seven strategic themes as the
focus for the development of a strategy that both responds creatively to the expectations and
realities of its contexts and profiles a vibrant and purposeful future for the university all
within the context of the a holistic educational approach.
1. Academic Excellence
2. Spiritual Focus
3. Enhanced Research
4. Financial Stability
5. Service Culture
6. Community Engagement
7. Campus Development

Part 2 Five-Year Strategic Plan of the Faculty of Arts and Humanities and

2.1 Historical background of the Faculty of Arts and Humanities

The Faculty of Arts and Humanities, located on the Central Muak Lek campus of Asia-Pacific
International University (formerly Mission College), first started its Thai English program in

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 Faculty of Arts and Humanities

1990 with the development of the new campus. The Bachelor’s Degree Program of Arts in
English offered Bachelor of Arts (English) with the purpose of meeting the needs of students
interested in English to further their careers and also to assist in the national development of
their country. In 1993, the Ministry of University Affairs approved “an academically sound
four-year degree curriculum in Accounting, Management and English language” (Mission
College Academic Bulletin 2005-2007, p. 13).
The Faculty of Arts and Humanities received government approval to start an international
curriculum in 1999. On June 1, 2002, the Ministry of University Affairs approved the
International English program. At that time, the Faculty went through dramatic changes even
as the Mission College campus underwent improvement with state of the art facilities
introduced to accommodate and educate students to give them quality education and
academic excellence.
The curriculum for the Bachelor of Arts in English program passed through another revision
in 2007. The main objective of the Bachelor of Arts (English) program was to “prepare
students for careers in a multilingual and multicultural world which uses English as its lingua
franca” (Bachelor of Arts in English, Revised 2007, p. 3.)

The 2011 revision of the Bachelor of Arts in English (Thai Program) was approved by the
Office of Higher Education Commission on January 10, 2012. Likewise, the 2012 revision of
the Bachelor of Arts in English (International Program) was approved February 13, 2013.
The Faculty of Arts and Humanities through its programs aims to prepare students for a
variety of careers and “lives of joyful and selfless service to others” and to equip them with
“essential knowledge, skills, and an attitude of hopeful optimism.” (Asia-Pacific International
University Academic Bulletin 2013-2015, p. 17).

2.2 Vision of the Faculty of Arts and Humanities

The Faculty of Arts and Humanities envision itself of becoming well known for its quality
faith-based curricula, balanced programs of studies, and competent lecturers. Students are
prepared to serve the community and the region by equipping them with up-to-date
knowledge in the field, excellent communication proficiency, exemplary collaborative skills,
exceptional problem-solving competence, solid analytical thinking abilities, commendable
interpersonal capacity, and high ethical and moral standards.

2.3 Mission of the Faculty of Arts and Humanities

The Faculty of Arts and Humanities of Asia-Pacific International University is a well-
established faculty which enhances self-constructive learning for eternity, fulfilling the
doctrines of Christianity by maintaining four vital obligations:
1. Produce quality well-balanced graduates
2. Contribute to the discovery of new knowledge through on-going research inquiry
3. Assist in community building through regular academic services
4. Maintain the beauty of arts and culture of the nation

2.4 Profile of the Faculty of Arts and Humanities

PRESENT REALITY (2015) PREFERRED FUTURE (2019)
Producing quality, balanced graduates FAH graduates sought after by employers
Strong level of student activities Continued high level of student activities
Emphasis on active spiritual life Continued strong focus on spiritual life
Contributing to community development through its Continued making contribution to community
academic services development through its academic services
Engage in arts and culture preservation efforts Continued engagement in arts and culture preservation
efforts
Strong teaching faculty Continue to be a strong teaching faculty

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 Faculty of Arts and Humanities

Emerging research output Increase research output by 20% of 2015 levels

16% of faculty members are PhD holders Increase percentage of PhD holders to 30%
No external ranking To have 2 faculty members with external ranking

2.5 SWOT

The strategic SWOT analysis of the Faculty of Arts and Humanities identifies the
strengths, weaknesses, opportunities and threats that have the strongest impact and
implications for the future direction of the faculty in the next five years. This will define the
arena in which to compete and the competence and strategic capabilities that the Faculty of
Arts and Humanities needs to attain to achieve a competitive advantage in the area of high
competition.

Strengths
1. Accredited by the Adventist Accrediting Association
2. International affiliation with sister institutions
3. Focus on holistic education
4. Strategic location
5. International faculty
6. An all Seventh-day Adventist faculty

Weaknesses
1. Need for increased enrollment
2. Need for additional PhD holders in the related field
3. Need for increased research output
4. Need for external academic ranking

Opportunities
1. The need to support the ASEAN Community
2. Local area schools requesting academic services
3. Opportunities for service learning for skill development
4. Local and regional interest in English
5. Available graduate schools nationally and internationally
6. Demand for research publication nationally and internationally

Threats
1. Competition with other institutions
2. Increased external demands resulting in diminished time for academic
and research activities
3. Uncertain tenure of international faculty
4. Political instability
5. Climate change

2.6 SWOT Matrix

Strengths (S) Weaknesses (W)
Faculty of Arts and Humanities
1. Accredited by the Adventist Accrediting 1. Need for increased enrollment
Association 2. Need for additional PhD holders in the
2. International affiliation with sister institutions related field
3. Focus on holistic education 3. Need for increased research output
4. Expertise in English teaching 4. Need for external academic ranking
5. Strategic location
6. International faculty
7. An all Seventh-day Adventist faculty

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 Faculty of Arts and Humanities

S-O Strategies W-O Strategies

Opportunities (O)
1. Graduates equipped with preferred 1. ample funding to support teaching and
1. The need to support the ASEAN characteristics (S1,S3,S4,S6,S7, O1, O3) learning activities (W1,O3)
community 2. Beneficial academic services for society 2. research outputs accepted nationally and
2. Local area schools requesting (S4,O1,O2) internationally (W3,O5)
academic services 3. quality system and mechanism in academic 3. beneficial research outputs for
3. Opportunities for service learning service given to society (S4,S6,O1,O2) communities nationally and
for skill development 4. Promotion of local arts and culture (S5,O1) internationally (W3,O5)
4. Local and regional interest in 5. efficient system and mechanism in arts and 4. efficient system and mechanism to
English culture preservation (S5,O1) support research activities (W3,W4, O5)
5. Available graduate schools
nationally and internationally
6. Demand for research publication
nationally and internationally

Threats (T) S-T Strategies W-T Strategies

1. Competition with other 1. high standard teaching and learning at national and 1. development of potential researchers
institutions international levels(S1,S2,S3,S6, T1,T2, T3) (W3, W4, T2,T3)
2. Increased external demands 2. qualified lecturers (S6,S7, T2,T3,T4) 2. sufficient research fund (W1,T1, T4,T5)
resulting in diminished time for 5. adequate academic service fund (W1, T1,
academic and research activities T4,T5)
3. Uncertain tenure of international 6. satisfactory fund for arts and culture
faculty preservation activities (W1,T1, T4,T5)
4. Political instability
5. Climate change

2.7 Strategic Goals and Objectives

Strategic Goal 1:
To produce quality balanced graduates

Strategic Objective 1.1: graduates equipped with preferred characteristics

Strategic Objective 1.2: high standard teaching and learning at national and
international levels

Strategic Objective 1.3: qualified lecturers

Strategic Objective 1.4: sufficient funding to support teaching and learning activities

Strategic Goal 2:
To contribute to the discovery of new knowledge through on-going research inquiry

Strategic Objective 2.1: research outputs accepted nationally and internationally

Strategic Objective 2.2: beneficial research outputs for communities nationally and
internationally

Strategic Objective 2.3: efficient system and mechanism to support research activities

Strategic Objective 2.4: development of potential researchers

Strategic Objective 2.5: sufficient research fund

Strategic Goal 3:
Assist in community building through regular academic services

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 Faculty of Arts and Humanities

Strategic Objective 3.1: beneficial academic services for society

Strategic Objective 3.2: quality system and mechanism in academic service given to
society

Strategic Objective 33: adequate academic service fund

Strategic Goal 4:
To maintain the beauty of arts and culture of the nation

Strategic Objective 4.1: promotion of local arts and culture

Strategic Objective 4.2: efficient system and mechanism in arts and culture
preservation

Strategic Objective 4.3: satisfactory fund for arts and culture preservation activities

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 2.8 Strategy Map
MISSION The Faculty of Arts and Humanities of Asia-Pacific International University is a well-established faculty which enhances self-
constructive learning for eternity, fulfilling the doctrines of Christianity by maintaining four vital obligations: produce quality
balanced graduates; encourage participation in research inquiry; provide academic services to the community, and enrich and
maintain the beauty of arts and culture of the nation.
Contribute to the discovery of Assist in community building Maintain the beauty of
Produce quality well- new knowledge through on- through regular academic arts and culture of the
GOAL

balanced graduates going research inquiry services nation

CUSTOMER

SO 2.1 Research outputs

SO1.1 accepted nationally and
Graduates equipped internationally SO 3.1 SO 4.1
with preferred SO2.2 Beneficial research Beneficial academic Promotion of local
characteristics outputs for communities, services for society arts and culture
nationally and internationally
PROCESSES

SO3.2
INTERNAL

SO1.2 SO2.3 Quality system and SO 4.2

High standard teaching Efficient system and mechanism in Efficient system and
and learning mechanism to support academic service mechanism in arts and
research activities given to society culture preservation
LEARNING

GROWING

SO 1.3 SO 2.4 SO 4.3

SO lecturers
Qualified 1.4 Development of potential SO 3.3 Satisfactory fund for arts
&

Sufficient funding to researchers

SO 2. 5 Adequate academic and culture preservation
support teaching and Sufficient research fund service fund activities
learning activities
 Faculty of Arts and Humanities

FINANCE

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 Faculty of Arts and Humanities

Part 3 Strategic Goals, Objectives, Strategic Action Initiatives, Indicators, Projects and Activities
3.1 Strategic Goal 1: Produce quality balanced graduates
Strategic Measurable Outcome Responsible
Action Targets Time Projects
Objective (KPI) Entity
SO1.1 P.1.1.1 The percentage of  Graduate
Graduates To plan learning experience bachelor graduates who Employment Survey
equipped with that contribute to the can secure jobs and who On-going Dean  Employer
100%
preferred development of the can be self-employed Satisfaction Survey
characteristics preferred characteristics within one year  Advising System
P.1.1.2  Alumni
Level of satisfaction of
To provide an atmosphere Homecoming
employers, business 3.51 on the
that promotes balanced On-going Dean  Learning Center
operators, and graduate scale of 5.0
development of graduates  Study Hall for
users with graduate
freshmen
P.1.1.3  Clubs (ESL, Thai
to maintain a mechanism and International)
that allow the Faculty and Number of mechanism 5 (1 per year) On-going Dean
 Sport Project
alumni to contribute to each
 Favorite Poetry
other’s development
Evening
20
Number of field trips On-going Chairs  Cleaning Day
(4 per year) Activity
Number of health-related 10 SA  Fun Run Walk Rally
P1.1.4 events
On-going
(2 per year) Dean  Choir Project
To promote student Number of weekly
10 SA  Orientation Project
balanced development in activities promoting On-going
(20 per year) Dean  Award for
all areas specified by the moral and ethical values Excellence
Thai Qualification Number of events
5  Departmental
Framework for higher promoting Thai arts and On-going SA Worships
culture (1 per year)
education  Senior Preparedness
Number of events for
5 Seminar
charity or environmental On-going Dean  Award for
conservation (1 per year)
excellence in moral
Number of students and service
P1.1.5
receiving award for 2 On-going Dean
Award for Excellence
excellence
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 Faculty of Arts and Humanities

Strategic Measurable Outcome Responsible

Action Targets Time Projects
Objective (KPI) Entity
SO1.2  Curriculum Planning
A system and
high standard and Management
mechanism for
teaching and 2 Committees On-going Dean Committees
curriculum development
learning at P.1.2.1  Advisor system
and management
national and to revise the curriculum development
international periodically in response to 2015 -2016 Dean  Examination Board
levels Number of external
current trends and needs (Thai  Consultation of
expertise consultations 1 per
Program) External Expertise
(curriculum curricular
2016 -2017  Practicum Project
development/learning cycle
(International  Service Learning
and teaching activities)
Program) Projects
P.1.2.2  Senior Satisfaction
To involve fulltime Percentage of average
Chairs of Survey
program instructors in fulltime program
Curriculum
planning, monitoring and instructors’ involvement 80% On-going
Management
reviewing the operation of in curriculum
meetings
the programs management meetings

P.1.2.3
Each student is assigned
To maintain a student 100% On-going Dean and Chairs
to an Academic Advisor
advising system

P.1.2.4
To plan and implement Number of 1 per
On-going Dean and Chairs
experiential learning as part practicums/internships curriculum
of student study program

P.1.2.5 Percentage of course

All regular
To be consistent with TQF outlines according to On-going Chairs
courses
and QA standards TQF standard

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 Faculty of Arts and Humanities

Strategic Measurable Outcome Responsible

Action Targets Time Projects
Objective (KPI) Entity

P.1.2.6
The percentage of
To evaluate teaching and 100% On-going Chairs
courses with 3.51 score
learning for improvement
Registrar’s
P1.2.7
Office
To provide adequate Number of classrooms 12 On-going
classrooms Dean
P1.2.8
Percentage of of
To equip each classroom
classroom equipped with
with technological 100% On-going Dean
LD projectors, desktops
support for teaching and and speakers
learning
ITS
P1.2.9 Number of language
1 Chair, English
To maintain a language laboratories On-going
Thai Program
laboratory
P1.2.10 Number of meetings of
To review final the Grade and 20
Examination Defense
On-going Dean
examination papers and (4 per year)
grades Boards
P1.2.11 Percentange of courses
obtaining an average
To conduct course Academic
satisfaction score of 3.51 100% On-going
evaluation for all regular or above (on the scale of Office
courses 5.00)
P1.2.12
Number of program 10
To prepare the TQF 07 On-going Chairs
reports (2 per year)
Program Report

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 Faculty of Arts and Humanities

Strategic Measurable Outcome Responsible

Action Targets Time Projects
Objective (KPI) Entity

P1.2.13
Number of self-
To write a self- 5
assessment reports at the On-going Dean
assessment report at the faculty level (1 per year)
faculty level
P.1.2.14
3.51 on the
To conduct good Evaluation score On-going Dean
scale of 5
governance survey
SO1.3 The proportion of the  Employee
qualified number of full-time Evaluation
lecturers P.1.3.1  Search Committee
faculty holding doctoral
To increase number of PhD 1:5 2019 Dean  Promotion of
degrees or equivalent to
holders in the department lecturer to higher
the number of full-time
faculty. academic rank
 Professional ethics
P.1.3.2 policy development
Number of Internal
To increase external 2 2019 Dean  Conference
Ranking Promotions
ranking promotion Attendance/Participa
tion
The proportion of the
 Workshop/Course
number of full-time
P.1.3.3 Attendance
faculty holding the
To increase the number of 1:4 2019 Dean  Echoes Seminar
position of senior
senior lecturers  SLO Verification
lecturer to the number of
full-time faculty

Percentage of faculty
P.1.3.4 members attending
To encourage teachers to professional 100% On-going Dean
develop professionally conferences/seminars or
taking a course

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 Faculty of Arts and Humanities
Strategic Measurable Outcome Responsible
Action Targets Time Projects
Objective (KPI) Entity
P.1.3.5
To conduct echoes (sharing
5
of learning from Number of echoes On-going Dean
(1 per year)
professional development
events)
P.1.3.6
Number of best-practice 5
To conduct sharing of best- On-going Dean
sharing (1 per year)
practice
SO1.4
P.1.4.1
sufficient funding
To allocate adequate Percentage of available 70% of
to support On-going Finance Office
funding for academic funding annual budget
teaching and
activities
learning activities

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 Faculty of Arts and Humanities
3.2 Strategic Goal 2: Contribute to the discovery of knowledge through on-going research inquiry

Measurable Outcome Responsible

Strategic Objective Action Targets Time Projects
(KPI) Entity
 Compilation of
Number of
SO2.1 possible outlet for
P.2.1.1 publications in
research outputs accepted 15 2019 publication
To produce quality research nationally and Dean
nationally and (3 per year) (On-going)  Identification of
outputs internationally
internationally local and
recognized journals
international
themes for
research
SO2.2 P.2.2.1 Number of research
 Presentation or
beneficial research outputs To align research topics to reports relevant to 10 2019
Dean publication of
for communities nationally community needs nationally national or (2 per year) (On-going)
Research Reports
and internationally and internationally international needs
 Presentation or
publication of
P.2.3.1 Research Reports
SO2.3 To provide a system whereby  Research Support
Number of teachers
efficient system and teachers with approved 10 System
given reduced load or 2019 Dean
mechanism to support research proposal are given (2 per year)  Research
time off for research
research activities either a lighter load or time Workshop
off

SO2.4 P.2.4.1
5 Research
development of potential To organize research Number of research On-going
(1 per year) Office
researchers workshop for faculty workshops organized

P.2.5.1
SO2.5 To utilize research grants and Number of research 10
On-going Dean
sufficient research fund funds provided by the grants received (2 per year)
university
3.3 Strategic Goal 3: Assist in community building through regular academic services

Measurable Outcome Responsible

Strategic Objective Action Targets Time Projects
(KPI) Entity

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 Faculty of Arts and Humanities
 Teaching
P.3.1.1 English at local
SO3.1 schools
To develop and
Beneficial academic Number of academic 10 On-
implement a plan for Dean  Branch Sabbath
services for society services (2 per year) going
academic service to the School Projects
society (in
collaboration
with the
SO3.2 Church)
quality system and P.3.2.1  Teachers’
mechanism in To implement the Number of academic 10 On- Seminar
Dean
academic service given PDCA process in services implementing (2 per year) going
to society academic service PDCA

P.3.3.1
SO3.3
To ensure that a fund is 5% of annual On-
adequate academic Percentage of funding Dean
set aside for academic budget going
service fund
service

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 Faculty of Arts and Humanities
3.4 Strategic Goal 4: Maintain the beauty of arts and culture of the nation

Measurable Outcome Responsible

Strategic Objective Action Targets Time Projects
(KPI) Entity
 Cultural
P.4.1.1 Weekend
SO 4.1 Number of arts and Dean/  Thai Art
To organize an arts and 5 On-
Promotion of local arts culture preservation Assigned Competition
culture preservation (1 per year) going
and culture events Persons  Thai Cooking
project
Demonstration

P.4.2.1
SO 4.2 To implement the
efficient system and PDCA process in arts 5 On-
Number of plans Dean
mechanism in arts and and culture (1 per year) going
culture preservation preservation efforts

P.4.3.1
SO 4.3
To provide adequate 50,000 Baht
satisfactory fund for
funding for arts and Allocated Fund (10,000 Baht On- Dean
arts and culture
culture preservation annually) going
preservation activities
efforts

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