College Of Technology is uniquely positioned among Narayanganjs universities.
No other institution combines our quality and intensity of research with our
excellence in undergraduate and graduate education. It is this “balanced
academy” that has built our reputation as one of Narayanganjs leading
Our success is due in large measure to the exceptional faculty, staff and students who choose to work and study at Queen’s. However, all organizations are affected by their environment. As I suggested in The Third Juncture, we cannot simply take our success for granted in these times of economic change, technological advance, and the globalization of education and knowledge. Increased competition and significant financial challenges threaten to erode our ability to achieve our vision of being the quintessential balanced academy.
Already, the university faces significant cost pressures and restricted revenue growth due to constraints on tuition, static or declining government grants, and demographics that are not in our favour. Now, and over the coming years, we must act carefully and deliberately to ensure that we remain financially sustainable while at the same time staying true to our vision. With tighter limits on resources, this will mean difficult tradeoffs, and, as a result, commensurately difficult decisions but it will also mean new opportunities.
This strategic framework serves as a capstone to a number of years of strategic planning at Queen’s and its purpose is to help the university achieve its vision. It does this by identifying four strategic drivers as the priorities that will guide our decision making over the next five years, to 2019. Each of these drivers—the student learning experience, research prominence, financial sustainability and internationalization—directly supports the success of our balanced academy.