Among the top 100 Universities of the World

University of Agriculture
Faisalabad, Pakistan

www.uaf.edu.pk

Sustainable Agriculture Through Learning

Discovery
Outreach

visi n

UAF vision 2030

The University of Agriculture, Faisalabad (UAF) is charting a course for its

future. It is determined to lead the change, the change that can
revolutionize its learning, discovery and outreach in order to bring
sustainability in agriculture and promote rural development by
advocating agrarian reforms through research based agriculture
policy and technology transfer. We have set high goals for
ourselves keeping in view the future needs of the country. As
a team, we think and move forward.

UAF vision 2030

UAF vision 2030

PREAMBLE

As a public university, UAF prepares the next

generation of workers, managers and leaders through
its academic programs in agricultural and allied
sciences. It generates new knowledge through
innovative research and transfers research-based
information to the people to ensure a sustainable and
abundant agriculture, livestock, forestry and fisheries
within a healthy environment. The Flagship University
of the Province of Punjab stands second amongst all
public and private institutions of higher education in
Pakistan according to HEC Ranking 2012 and 98th and
139th in the world (20th and 25th in Asia) in agricultural
sciences on the basis of current NTU and QS rankings,
respectively. UAF translates the latest research into
practical applications (goods and services) that ensure
food security, improve people's lives and drive the
economy of Pakistan. UAF creates and disseminates
knowledge and skills to thrive in the fast-changing,
multicultural environment of the 21st century. Thus,
UAF emerges as a leader of the change process
towards a prosperous and resilient nation of Pakistan.

UAF vision 2030

Contents
3

Message from the Governor

Message from the Chief Minister

Foreword

Looking to 2030

About Vision 2030

10

UAF Introduction and Achievements

17

Opportunities in Agriculture and Rural Development

23

Vision, Mission and Core Values

27

UAF Core Academic Goals

29

UAF Academic Commitment

33

Turning Vision into Action

48

Summary

UAF vision 2030

UAF vision 2030

UAF vision 2030

Message from the Governor Punjab

Chaudhry Muhammad Sarwar

University of Agriculture, Faisalabad is well known
for its work and research in agricultural disciplines.
In any country, the education system requires both
minor adjustments and paradigm changes on a
regular basis in order to address changes in
academic and educational needs. Such change
process presents a number of challenges that
point to strategic review and update of the policy
framework to guide decisions in the higher
education.
The Government is committed to support
agriculture sector and finding strategies and
solutions that are both cost-effective and
responsive. We realize that the Vision-2030 sets
out a roadmap for the future of Pakistan's
agriculture sector as a highly productive,
innovative and financially sustainable sector and
an important pillar of economy. I sincerely believe
that by pursuing the directions and commitments
set out in the vision 2030, we can meaningfully
contribute towards development of agriculture
sector and consequently national development. I
am confident that University of Agriculture,
Faisalabad will go from strength to strength
through untiring hard work, dedication and
commitment.

UAF vision 2030

UAF vision 2030

Message from the Chief Minister Punjab

Mian Muhammad Shahbaz Sharif

I firmly believe that a sustained investment in the
agriculture sector to increase productivity and
create greater employment opportunities is the
way forward. This investment should be directed
towards key areas of development like livestock,
hor ticulture, oilseeds, mechanization,
advancements in technology and innovation,
irrigation, value addition, marketing and
education of small farmers. Our political
manifesto clearly admits the desire to revamp
agriculture research organizations to ensure that
there is sustained increase in productivity to meet
the demands of a growing population and that the
benefits of research actually reach the farmers.
The University of Agriculture, Faisalabad has
played an outstanding role in agricultural research
and human resource development. The Vision
2030 is a progressive step. I endorse this vision
document and offer support towards achieving
the goals defined in this vision.

UAF vision 2030

UAF vision 2030

FOREWORD
As a result of an external review we were obliged to
undertake and document strategic planning. Vision
2030 is an outcome of the said exercise. It is a difficult
task to portray the vision for any research and academic
institution in terms of predictable scientific and
technological advancements. Pakistan faces challenges
to combat adversaries due to climate change, the rise in
population, water-shortage and limited natural
resources. Despite a severe financial crunch, the
university will not compromise on quality education and
research centered on agricultural and rural
development. The emphasis has been to produce
competent human resource through innovative learning
and skill development processes by judiciously utilizing
the available resources.
The vision 2030 is a SWOT based document focused on
the future problems and opportunities. In addition to
the newly crafted vision and mission statements, the
plan includes a list of values, emphasis areas, and four
major goals with a number of strategies and high
priority action items. Some of our targets will be
established during the implementation of the plan,
while other measures will be tracked over time. This plan
was developed over the course of many months with
input and feedback from faculty, staff, students,
administrators, and our external stakeholders. I value
and appreciate everyone who contributed to this
important exercise, and look forward to seeing the
boost of agriculture sector in Pakistan, with a
blossoming national economy.
I wish to record my gratitude to all faculty and personnel
who have worked in the compilation of this document
with a special mention for Dr. Sultan Habibullah Khan.
Iqrar Ahmad Khan
January, 2014

UAF vision 2030

LOOKING TO 2030
The foundation stone of UAF was laid in 1906 with the
name of Punjab Agricultural College and Research
Institute, Lyallpur which was upgraded as the West
Pakistan Agricultural University, Lyallpur in 1961 and now
the University of Agriculture, Faisalabad since 1973. In the
21st century, UAF will push across the frontiers of
knowledge to create, in service to the public, unique
interdisciplinary programs of teaching, research, and
outreach essential for agricultural and rural development.
UAF will become an exemplar of a university that prepares
citizens as work force and for leadership in a diverse,
global and technology-driven environment.

UAF vision 2030

About Vision 2030

For a knowledge-based economy, the university becomes
a key element of innovation systems both as a creator of
new knowledge and ideas based on research, and as a
provider of human capital. The purpose of the Vision 2030
Strategic Framework is to articulate an action plan that
defines a path to elevate UAF's position as one of the
internationally recognized research universities and a
gateway to knowledge for agricultural and rural
development in Pakistan. It provides the overarching
themes for more detailed plans that will be based on
imperatives current for the time and that will shape
strategic thinking during the respective planning cycles in
the future years. Likewise, for UAF to emerge and stay
among the top 100 universities of the world in agricultural
sciences by 2030 will require innovative renewal in its
approach to core and support functions to build up its
strengths, exploit its competitive advantages and focus
on those dimensions that will provide us with the
distinctive edge that sets us apart from others.

UAF vision 2030

UAF
Introduction and
Achievements
More than a century old, UAF is a learner-centered
institution in which every individual is inspired by a rich
campus life and challenged enough to pursue and
celebrate knowledge, creativity and public service.

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UAF vision 2030

Introduction

The economy of Pakistan largely

depends on agriculture which
contributes 21.4% of GDP and 80% of
the foreign earnings through the
export of agro-based products in
addition to employing more than 45%
of the workforce directly. The hub of
agriculture is the Punjab province
where the major crops of the country
such as wheat, rice, cotton, maize and
sugarcane are cultivated in addition to
fruit crops like citrus and mango, and
major vegetables including melons and
potato. Agro forestry, livestock farming
and poultry production are also
centered here.
Wheat, sugarcane, cotton, and rice
account for more than 75% of the total
crop production. According to FAO,
Pakistan is the 7th largest producer of
wheat, the 5th largest producer of
sugarcane and the 4th largest producer
of cotton in the world. Pakistan is the
major producer of Basmati rice which is
famous for its distinct aroma. Livestock
is the proliferating sector which
contributes to more than half of the
country's agricultural GDP. Milk, meat
and poultry products are playing a vital
role in the rural economy.
Despite all these magnificent figures
about the country's crops and livestock

sector, we still import edible oil and

legumes (pulses). The trends in wheat
production are marginally satisfactory.
According to an estimate, the
population of Pakistan will touch the
figure of 242 million people by 2030
and the demand for food supply and
other basic necessities of life of this
rapidly expanding population will
increase accordingly (Fig. 1). The extent
of abiotic stresses such as drought,
salinity and heat has increased due to
unpredictable weather patterns/
climate change. Lowering down of
under-ground water table, loss of
genetic diversity, emergence of new
pests and diseases, poor weed and crop
residue management, deteriorating
water quality, accumulation of toxic
residues in agricultural commodities,
shrinking land holdings due to
fragmented ownership, increasing
labor costs, energy crisis and
inadequate post-harvest/marketing
support are making the problems more
intricate. That could render our fertile
cropping systems risky and
unsustainable. The productivity level of
livestock sector is also stagnant. These
issues deserve short and long term
strategies and plans to ensure food
security for masses and employment
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UAF vision 2030

growth in the industrial sector.
The Univer sity of Agriculture,
Faisalabad (UAF) was established in
1961 by upgrading the Punjab
Agricultural College and Research
Institute, Lyallpur which was founded in
1906. UAF comprises of six faculties,
nine institutes, three centers and thirty
departments (Table. 1). Due to regional
demands, UAF has also established
sub-campuses at Dera Ghazi Khan,
Toba Tek Singh and Burewala. Two
more sub campuses are under active
consideration, one each at Depalpur
and in Thal. Recently, UAF has
established a Community College at its
PARS campus to reinstate its dormant
FSc Pre-Agriculture program. The
Community College has also launched
two year Associate Degrees and other
options of flexible continuing
education.
UAF channelizes its impact through
high quality manpower produced to
provide skill and leadership in positions
2030

33.98

2025

31.90

2020

29.49

2015

26.91

2013

25.88

2011

24.85

2005

22.12

2000

19.30
0

50

of responsibility. Knowledge is
generated, disseminated and applied
to advance the cause of science and
promote progress and prosperity of the
farmers and rural households. Its
faculty currently comprises 84
professors, 42 associate professors, 213
assistant professors, 223 lecturers and
25 research staff. About 64% of the
existing faculty are PhD while the nonPhD faculty are continuously facilitated
to attain the apex qualification. Despite
financial constraints, the university has
achieved remarkable success. In
recognition of their services, a number
of faculty members have been
decorated with prestigious presidential
and civil awards like Izaz-e-Fazilat,
Presidential Medal in Science and
Technology, Pride of Performance,
Tamgha-e-Imtiaz and Sitara-e-Imtiaz.

242.06
227.26
210.12
191.72
184.35
177.03
157.59
137.51
100

150

Requirements (Million tons)

200

250

300

Population (Million)

Fig. 1. Projected cereal requirements (Pakistan)

12

UAF vision 2030

UAF Achievements

UAF has its roots in early days of canal

colonies which played a significant role
to ensure food security in a country
facing repeated famines. It has been
providing leadership since the days of
Green Revolution. UAF graduates
created poultry industry which is
second largest sector of country's
economy since 1970s and
revolutionized cotton cultivation which
has based the top segment of
Pakistan's economy, the textiles
industry since 1980s. The Higher
Education Commission (HEC) has
ranked UAF as the top university in
a g r i c u l t u re s e c to r. A m o n g a l l
universities of Pakistan, UAF scored
second position in terms of research
papers published in ISI indexed
journals. The Islamic Development
Bank (IDB) awarded UAF with the S&T
prize 2012. The selection of UAF to
establish the Center for Advanced
Studies in Food Security/Agriculture by
USAID and HEC is a vivid example of its
competence and excellence. UAF
achieved the NTU ranking in 2013 and
The QS Top Universities Ranking in
2014 in the subject categor y
(agriculture and forestry). To date, the
university has produced 1049 PhD,
1829 MPhil/MS, 27283 MSc

(Hons.)/MSc/MBA, and 26008 BSc

(Hons.)/DVM. The university has 636
on-going research projects including
PhD projects worth 2002.5 million
rupees while 729 research projects
worth 9414 million rupees have been
submitted to various funding agencies.
UAF has signed 90 international, 27
national and 41 private MoUs to uplift
the research culture and to promote
faculty and student exchange
programs.
UAF has achieved a number of
milestones in its research programs
and transfer of knowledge and
technology to the stakeholders. Salient
achievements include: introduction
and development of new varieties and
hybrids of citrus (Kinnow Mandarin
from California USA, and Feutral's Early
from Australia), vegetables (PARS-70 of
potato), wheat (LU-26, SARC-1, SARC5, 9272, 9476), cotton (LSS, PB-38),
chickpea (AUG-209), mungbean
(yellow Mosaic virus resistant 56-2),
lentil (Strain AUL 18-10), maize
(synthetic UM-1), Brassica (UAF-11),
sunflower (elite lines, G-2, G-5, G-68, G72), sorghum (elite lines, PBG-Sorg-I
and PBG-Sorg-II) and chicken breeds
(Lyallpur Silver Black and UniGold). In
addition to the above crop varieties and
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UAF vision 2030

animal breeds, the scientists at UAF

have developed a number of
technologies (farm implements and
vaccines) for improved production,
protection and commercialization of
agricultural products and
commodities. Some of the
technologies include commercial rose
oil production, in situ mango grafting
and murcott layering in litchi, lime wash
desapping, technology for mangoes,
auger hole technology to reclaim
dense saline-sodic soils, rice biofert
and rhizogold biofertilizers, allelopathy
based sorghab for weed management,
triple row sowing and pit plantation
methodology for sugarcane,
commercial rearing of Bracon hebetor
and Chrysoperla carnea, seed priming,
in vitro micropropagation and
regeneration of sheesham, sugarcane
a n d w h e a t , t r a n s f o r m a t i o n of

sugarcane genome with antifungal

genes, mango mealybug control using
a funnel type slippery trap, pizza flour
for UNO Chicago Grill and Pizza Hut,
production of texturized vegetable
protein (TVP) and floating fish feed
through extrusion technology,
methods for fodder preservation and
nitrogen fixation, ground water
recovery and recharge technology,
furrow-bed planter, solar biogas
energy for tube well operation, and
electronic devices for environmental
controlled houses (ECH), special
technologies for land and water
management, surf test for early
diagnosis of mastitis, mastitis vaccines,
egg adopted vaccines, bed planters
and spray equipment. The social
sciences faculty has made significant
contribution towards shaping the
agricultural policy in the country.
14

UAF vision 2030

Table 1

Academic Units of UAF

Faculty

Institute/Department/Center

Faculty of Agriculture

Institute of Horticultural Sciences

Institute of Soil and Environmental Sciences
Centre of Agricultural Biochemistry and Biotechnology (CABB)
Department of Agronomy
Department of Crop Physiology
Department of Forestry, Range Management and Wild Life
Department of Entomology
Department of Plant Breeding and Genetics
Department of Plant Pathology
Saline Agriculture Research Centre
Plant Tissue Culture Cell

Faculty of Agricultural
Engineering and Technology

National Institute of Food Science and Technology

Institute of Rural Home Economics
Department of Farm Machinery and Power
Department of Fiber and Textile Technology
Department of Food Engineering
Department of Irrigation and Drainage
Department of Structures and Environmental Engineering
Water Management Research Centre (WMRC)
Energy Cell

Faculty of Animal Husbandry

Institute of Animal Nutrition and Feed Technology

Department of Animal Breeding and Genetics
Department of Livestock Management
Department of Poultry Science
Department of Botany
Department of Computer Science
Department of Chemistry and Biochemistry
Department of Islamic Studies
Department of Mathematics and Statistics
Department of Physics
Department of Social Sciences and Humanities
Department of Zoology and Fisheries
Institute of Agricultural and Resource Economics
Institute of Agricultural Extension and Rural Development
Institute of Business Management Sciences
Department of Continuing Education
Department of Rural Sociology
Institute of Microbiology
Institute of Physiology, Pharmacology and Pharmacy
Department of Anatomy
Department of Clinical Medicine and Surgery
Department of Pathology
Department of Parasitology
Department of Theriogenology

Faculty of Sciences

Faculty of Social Sciences

Faculty of Veterinary Science

Colleges and Sub Campuses

College of Agriculture, DG Khan

UAF Community College
UAF Sub Campus, Toba Tek Singh
UAF Sub Campus, Burewala/Vehari

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UAF vision 2030

Chancellor

Institutional
Organization of UAF

Senate

Vice
Chancellor

Academic
Council

Administration

Syndicate

Servicing
Departments

Academic

Registrar

Director
ORIC

Faculty Deans

Controller of
Examinations

Director
Graduate Studies

Directors
Institute/Centre

Treasurer

Director
Academics

Principals
College/
Sub Campus

Auditor

Director
Quality
Enhancement Cell

Librarian

Director
(P&D)

Director
External Linkages

Director
Procurement &
Inventory Control

Director Sports

Director
Financial Assistance
and University
Advancements

Director
Students Affairs

Director
Human Resource

Director
Endowment Fund

Director
M&E

Principal Officer
Estate

Directorate of
Engineering &
Construction

Principal Officer
PRP

16

UAF vision 2030

Opportunities in
Agricultural and
Rural Development

17

UAF vision 2030

As the state of play continues to change, Pakistan will be facing a

new set of challenges and opportunities with implications on
the competitiveness of agriculture, livestock, food and
marketing. UAF shall partner with leaders of change
across the world to enhance competitiveness.

18

UAF vision 2030

Opportunities in
Agricultural and
Rural Development

Agriculture Policy and Agrarian

Reforms
Meeting diverse challenges to
agriculture require a long-term
commitment from decision makers
which is responsive to the specific
needs of a wide range of stakeholders.
Development of a strong linkage
between agricultural researchers and
the decision makers would have a great
potential to improve agricultural
productivity, trade and food security.
UAF shall work towards evolving a
priority framework for holistic
agricultural and rural development for
successful agrarian reforms.

climate change impacts on land, water

and environment by developing
mitigation, adaptation and resilience
strategies for effective management of
soil and crop zones, rangelands,
watersheds and forests. The country
needs serious reforms and strategic
research on land and water uses.

Food Security and Nutrition

The food security in the country is
largely gauged by the availability of
sufficient wheat flour. Rampant
nutritional imbalances in our diets are
leading to stunted growth and wasted
children.

Water and Energy

Water and energy crises have become a
major threat for agricultural and human
development. Sustainable
management of surface and ground
water resources is vital for ecosystem
dynamics. However, energy crisis is
adding severity to this issue. High
efficiency irrigation systems and
metered tube well abstraction with
alternative energy sources (e.g.,
solar/wind/biomass) will offer reliable
solutions. Extensive research and
outreach efforts will be made in this
area.

Land, Water and Environment

Climate change and its consequences
are one of the greatest challenges
faced by the global community in the
21st century. We need to combat the

Mechanization and Precision

Agriculture
There is a tremendous potential of
precision farming for economic and
environmental benefits like
19

UAF vision 2030

economizing the use of water,

fertilizers, pesticides, and herbicides
besides the farm energy requirement.
We will promote an integrated
approach to develop the best
management practices based on
precise application of inputs for
increasing farm yields.
Seed and Fertilizer
After water, seed and fertilizer are the
two input items which are restricting
the farmers' ability to achieve yield
potential. The seed industry in Pakistan
has failed to evolve. The fertilizer
industry is only nitrogen focused,
leading to a gross imbalance in
fertilizer use.
Sustainable Crop Production
One of the most urgent challenges is to
increase crop productivity through
technological innovation, but in a
sustainable and inclusive manner. The
needs of small-scale farms in diverse
ecosystems where the potential to
improve productivity is low, must be
addressed to create realistic
opportunities for their development.
Biotech Crops and Products
Appropriate use must be made of

technological innovation based on

biotechnology, such as the new
genetically-improved varieties, organic
fertilizers and biological control
methods of diseases, weeds and pests,
and development of vaccines for
livestock.
New Crops
It is important to capitalize on new
crops that are native or exotic to
specific agro-ecological regions. New
crops with high yield potential,
improved tolerance to environmental
stresses and climate change, and better
nutritional benefits must be developed
through plant introduction and
domestication.
Livestock
Major opportunities include: genetic
conservation, rangeland management
and health coverage of large and small
ruminants, and development of
vaccines for the control of threatening
diseases. Our animals are underfed and
fodder research is wanting.
Poultry
While sustaining the tremendous
progress of commercial poultry, there is
a challenge to produce vaccines and to
20

UAF vision 2030

conserve and promote the diversity of
domestic and indigenous poultry birds.
Revival of rural poultry can dent the
poverty.
Inland/Freshwater Fisheries
Fresh water fish has emerged as an
alternative crop which is healthy and
free of diseases, insects and toxicants.
This sector permits use of brackish
water that can potentially replace those
c ro p s w h i c h a re d e c l i n i n g i n
profitability.
Supply Chain, Value Addition and
Entrepreneurship
Agricultural markets are rapidly
globalizing generating new
consumption patterns and new
production and distribution systems
and offer opportunities to farmers and
agribusiness entrepreneurs along
agricultural value chains to transform
commodities into higher value
products. Multidisciplinary research in
e n t re p re n e u r s h i p c a n p l a y a n
important role in job creation and
poverty alleviation.
Marketing and International Trade
Harnessing and globalizing the power
of markets, in directing what, how,
when, and where to produce, is
essential to meet the demands for
agricultural output in the rapidly
changing national and international
food demands regional trade is likely to
drive our production patterns. There is
also an opportunity to promote
regional languages, culture and
customs.

Competitive Agro Industries

There is an urgent need to improve the
competitiveness of agro industries,
given the increasingly important role
they play in the development of value
chains. Innovative management
practices are essential that will lead to
new ways of operating successful
agribusinesses.
Biodiversity
The flora and fauna are depleting fast
as a result of agricultural expansions
and because of promotion of
monocultures in the commercial
a g r i c u l t u r e . D i v e r s i f i c a t i o n of
agriculture must be promoted.
Organic Farming
Excessive use of chemicals in
agriculture is deteriorating our
environment and ecosystem. Crop
production without the use of
hazardous substances will be a great
step in producing organic foods (where
possible) for healthier society together
with conserving the environment.
Information and Communication
Technologies (ICT)
Information technology has
revolutionized the communication. The
benefits of IT to our farming sector
have yet to arrive. The university has a
responsibility to integrate knowledge
and technology to a level that is
acceptable to the farmers.
Outreach and Social Mobilization
It is essential that thousands of poor
small farmers be incorporated into
innovation processes, in which they can
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UAF vision 2030

draw on their own knowledge
culture and take advantage of
diversity of their native culture
products while benefitting from
modern researches.

and
the
and
the

collaborative agreements with

renowned international institutions,
UAF will offer faculty and students the
oppor tunities to interact with
researchers from around the world.

Access of Stakeholders to the

University's Innovations
It is highly critical that our farmers have
firsthand access to all the innovations/
achievements/ technologies
developed by UAF faculty. For this,
various outreach options including
eExtension systems will be exploited.

Gender Mainstreaming
Gender mainstreaming is the current
international approach for advancing
the equality of life, equity in society and
population control/demography.

Intellectual Property Rights

Innovation can be accelerated by
creating appropriate IP regime in the
country. IP also promotes private
i n ve s t m e n t i n to re s e a rc h a n d
development.
Promoting Investment in Agriculture
G ro w t h i n a g r i c u l t u re f o l l o w s
improvements in infrastructure,
research and development, production
practices and markets. That requires
public and private investments. The
private investment becomes possible
through easy access for credit.
Internationalization
Exposing our faculty and students to
the diversity of the human experience
and to the geographical and cultural
complexity of the world is crucial to
drive a positive change in learning and
public service thereafter. Through

Population Planning and Migration

The population growth in the country is
excessive. That has literally diminished
the benefits of productivity and
economic growth. Agriculture sector is
also a victim of migration due to lack of
optimum employment opportunities in
the rural sector.
Rural Development
Agrarian reformers must be devised
wholistically where agricultural
productivity and rural development are
treated as simultaneous elements.
Investing in yield enhancement
programs alone shall be unsustainable.
That should be supported by skill
development, alternate employment
opportunities, empowerment for
conflict resolutions and governance by
institutional reforms. Education, health
and communication facilities are
essentials of life which are a right of
rural masses.

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UAF vision 2030

Vision,
Mission and
Core Values

23

UAF vision 2030

While remembering and preserving traditional knowledge

and strengths that make us distinctive, we must also
respond to a competitive and changing world in order to
sustain a key role in nation's capacity building for
agricultural development.

24

UAF vision 2030

V I S I O N
To lead the change through outstanding achievements in learning, discovery,
innovation and community service with a clear focus on programs of significance to
agricultural and rural development

MISSION
In order to make Pakistan a prosperous, food-secure and resilient nation, UAF aims
at the following goals
To advance knowledge through basic and applied research
To revamp human resource development by transforming the pedagogic
process from teaching to learning
To facilitate lifelong learning by providing agriculturally focused academic
programs
To promote agrarian reforms through research based agricultural policy
To disseminate knowledge to the community through extension and outreach
To promote sustainable farming and food systems, from production through
consumption

CORE VALUES

Focused in Direction and Execution - delivering programs that address the

diverse needs of farming community, allied industries and the economy of
country.
Comprehensive - providing learning opportunities for inter- and cross
disciplinary areas encompassing the whole science of agriculture from basic
and engineering sciences to growing crop plants and rearing livestock and
from rural sociology to agricultural business and marketing.
Excellence in Teaching - promoting learning, research and creative activity that
fuels discovery process, advance knowledge, and enlightened service that
builds citizenship
Success through Collaboration - working cooperatively at all stakeholders
levels, domestically and internationally, on strategic issues of national and
global importance.
Accountability - ensuring that the performance of all employees is measured
against the achievement of the strategic goals set by UAF.
Professionalism - building and maintaining a highly skilled, diverse, and
motivated workforce.
Results Orientation - measuring performance and making management
decisions that direct resources to priority areas.

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UAF vision 2030

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UAF vision 2030

UAF CORE ACADEMIC GOALS

UAF offers an array of academic and professional programs focusing agricultural
and allied sciences of different specializations and durations and specific learning
outcomes in different programs will differ accordingly. However, UAF aspires the
following core learning goals for all graduates:

Learning

To acquire a comprehensive knowledge of their subject area, discipline, or profession

To understand how their subject area may intersect with related disciplines
To utilize and apply their knowledge with skill judgment and prudence

Discovery

To apply logical, critical and creative thinking to problems, including analysis,

synthesis, and evaluation.
To be adept to think, conceive and excel independently, experientially, and in
teams
To possess intellectual flexibility, ability to manage change, and a zest for lifelong scientific endeavors
To engage in translational research to find indigenous solutions and get
international recognition

Integrity

To exercise intellectual integrity and ethical behavior

To recognize and think through moral and ethical issues in a variety of contexts
To recognize the limits to their knowledge and act accordingly

Skills

To communicate clearly, substantively, and persuasively

To be able to locate and use information effectively, ethically, and legally
To be technologically literate, and able to apply appropriate skills of research
and inquiry for solutions

Service
To value diversity and the positive contributions this will bring to society
To share knowledge and exercise leadership for community building
To contribute to society, locally, nationally, and globally
To develop effective outreach mechanisms for dissemination of knowledge
and technology transfer
To pledge the fidelity of staff and students to the institution and the region
To bring highest standards of leadership, governance, academic autonomy,
integrity and lucidity

27

UAF vision 2030

28

UAF vision 2030

UAF
ACADEMIC
COMMITMENT
Achieving the aspired vision and goals requires an active
commitment of the students, the faculty, and the institution, and
depends on each party fulfilling its role as a team. The
commitments and responsibilities we identify are best
conceived as attached to each member of the university
community as they serve their student, instructor, or
institutional roles.

29

UAF vision 2030

Student Commitment
No learning can take place without active engagement by the learner in learning
process. To optimize their learning experiences, students need to make the
following commitments:

Actively engage in the learning process independently, experientially, and

collaboratively with other students, as appropriate to their learning objectives
Think broadly to develop theories, ideas, beliefs, and approaches to problems
and solutions
Accomplish the competence for independent critical thinking and self-directed
life-long learning in all disciplines
Act ethically in accordance with principles of academic integrity
Engage in a respectful way with members of the university community
including other students, instructors and staff
Strictly avoid the behavior that may constitute plagiarism, misconduct,
harassment, bullying or discrimination
Understand the changing demography and gender mainstreaming process on
the campus

30

UAF vision 2030

Instructor Commitment
A firm commitment of the teaching community responsible for providing learning
opportunities is crucial to optimizing the students' learning experience. To do so,
university instructors (including faculty, sessional lecturers, graduate teaching
assistants, and other instructors) need to make the following commitments:

Define and communicate clearly the learning objectives and outcomes of the
courses
Teach effectively by maintaining a high level of subject matter knowledge, and
ensuring that course contents are current, accurate, relevant to course
objectives, and appropriate to the position of the course within the program
of studies in which it is embedded
Create a learning context which values and facilitates active learning,
demonstrate broad thinking, act according to ethical principles, and create an
environment conducive for learning where all participants can engage
respectfully
Maintain a professional relationship with students and avoid conflicts of
interest
Be aware of the range of instructional methods or strategies appropriate to
conveying the course content, and that they select and utilize methods of
instruction and technology that are effective in helping students achieve the
learning objectives of the course
Believe in teamwork and collaborative opportunities by supervising project
based learning
Provide students with opportunity to give candid feedback on their learning
experience, and make them exquisite without concerns of repercussions

31

UAF vision 2030

Institutional Commitment
UAF serves as a catalyst and context for learning and scholarship in agricultural
sciences. It brings together learners and other members of the educational
community in an environment conducive to learning and discovery. The
institution plays a critical role in ensuring the quality and quantity of learning
opportunities available to students, and in providing the teaching and learning
resources that will optimize the student learning experience. To fulfil its
institutional role, the University of Agriculture (including its academic,
administrative, and support units, as well as its governing bodies) needs to make
the following commitments:

Develop and ground programs and curricula in ways that are socially
relevant, adaptive, and responsive, and that will facilitate engagement with
the relevant community
Recognize that the students learning experience can be enhanced by
appropriate interactions with various learning partners outside the
university, and that the university strives to both facilitate these interactions
and ensure that they occur in a way beneficial to all parties
Provide opportunities for instructors to enhance their teaching skills, and
considers teaching performance an important factor within all hiring and
review processes
Offer opportunities appropriate to the nature of their programs and learn
(and create new knowledge) through research and discovery
Provide a safe, secure and inclusive environment for all members of the
university community
Provide appropriate academic and other supports to students who
experience various challenges to their learning, including challenges of a
cultural, social, psychological, financial and physical nature
Provide students with the opportunity to give candid feedback on their
learning experience without concerns of possible repercussions
Promote economic growth, regional collaboration and integration for
sustainable economy of the country
32

UAF vision 2030

TURNING VISION
INTO

ACTION
The Action Plan provides the university community a roadmap
for the next fifteen years set forth to ensure excellence in
learning, discovery, innovation and outreach.

33

UAF vision 2030

34

UAF vision 2030

1.

A WORLD CLASS
UNIVERSITY

Goal
To enhance its national and global recognition as a comprehensive agricultural
institution of the first rank, known for the excellence of its research, teaching and
outreach

STRATEGIES
I.

II.

III.

UAF will strengthen its international profile and visibility.

ACTIONS
a. Increase number of active international research partnerships
b. Increase number of peer review publications and citations
c. Increase number of international students at postgraduate levels
d. Revamp postgraduate admission and research and evaluation
process
e. Initiate recruitment of postdoctoral fellows
f. Launch split and double degree programs
g. Develop international centers/satellites
UAF will recruit, develop and retain nationally and internationally
distinguished and exceptionally competent faculty.
ACTIONS
a. Selectively and opportunistically allocate resources to identify,
recruit and support exceptionally innovative faculty who bring
elevated recognition and leadership to targeted programs
b. Incentives will be employed for high performing faculty.
c. Develop and improve strategies for professional development and
mentoring of new faculty
UAF will further develop plans for expanding and enhancing the physical
infrastructure needed to sustain the growth and advancements.
ACTIONS
a. In 2015, UAF review will be conducted as a focused review
emphasizing Infrastructure and capacity for growth.
b. Seek increased resources and funding for high-quality laboratory,
teaching and field facilities
c. Promote new areas of research that are consistent with our mission
and have the potential to achieve international standing
35

UAF vision 2030

Current and Projected Publications

7000
6000
5000
4000
3000
2000
1000
2004-5

2009-10

2014-15 2019-20 2024-25 2029-30

Publications

IV.

V.

VI.

VII.

Current and Projected Research Fundings (mRs)

8000

18000
16000
14000
12000
10000
8000
6000
4000
2000
0

Citations

0
2005-6 2010-11 2015-16 2020-21 2025-26 2029-30

Amount (mRs)

To enhance the quality of support for all programs, UAF will improve
recruitment, retention and remuneration of technical, administrative and
professional staff
ACTIONS
a. Assume a more flexible strategy with regard to reclassification of
staff positions
b. Work for their capacity building and training
UAF will continue to improve mobilization of resources and investment in the
infrastructure with enhanced facilities, business management and
information technology.
ACTIONS
a. Seek to strengthen the link among funding decisions, plans, and
results
b. Continue to modernize management, information technology, and
business operations for more effective support to campus
programs
c. Par ticipate in the global movement towards open
courseware/MOOCS
Increase efforts to privately and publicly recognize the achievements of UAF
faculty, staff, and students
ACTIONS
a. Improve faculty and staff reporting of achievements and activities to
be publicized
b. Increase efforts to nominate faculty, staff, and students for awards
c. Recognize outstanding students through awards
UAF will ensure programs continuity and relevance to the needs of the region
and improve the quality of student services.
ACTIONS
a. Strengthen engagement with private and public sectors
b. Obtain national and international accreditation for programs where
possible
36

UAF vision 2030

KEY PERFORMANCE INDICATORS

Documented that UAF ranks among the top 100 world ranking in agriculture
Five programs ranked in the top 10 or the top quartile of public research

universities in Pakistan
Increased its endowment to PKR 5 billion
Widely accepted metrics to document that UAF Extension and Outreach Service
stands on top in the nation
Established an independent human resource wing in the administration
Increased the number of faculty receiving national awards and honors per year
Increased the number of active and emeritus faculty
Emerge as a leader for public policy and advocacy
Established international research, language and cultural centres

Creating Linkages
Decent Work & Development
Past Performance
ICDD Network
Activ ities
Susta inability

social sciences
agricultural sciences

Kassel
Witzenhausen
UAF
UADY

TISS
EGU
International
Labor Organization

Unicamp

Unicamp: Universidade Estaduale de Campinas (BRA)

WITS:
University of Witwatersrand (RSA)
TISS:
Tata Institute of Social Science (IN)
UADY:
EGU:
UAF:

WITS

Civil society partners:

FES, HBS, DGB, COSATU,
CUT, SEWA, ITUC,
WIEGO, RESPECT et al.

Universidad Autnoma de Yucatn (MEX)

Egerton University (KE)
University of Agriculture Faisalabad (PAK)

37

UAF vision 2030

38

UAF vision 2030

2.

STUDENTS PREPARED
FOR A CHANGING WORLD

Goal
To prepare the next generation of scientists, business leaders, community leaders, and
policymakers through exemplary teaching, mentoring, broadening experiences, and
enhanced partnerships with public and private organizations

STRATEGIES
I.

II.

III.

Pursue targeted enrollment strategies to meet industry and community

needs for workers and managers that are well prepared to engage in a global
and diverse work environment
ACTIONS
a. Balance enrollment growth by department and discipline to meet
industry needs in the existing and emerging sciences
b. Build greater diversity in student population
c. Strengthen partnerships with community college programs
d. Develop more opportunities for students at the university and in the
community to learn about food, agriculture, energy, and the
environment
Provide leadership in instructions on agriculture and allied sciences
nationally and internationally in subject areas of excellence
ACTIONS
a. Expand and enhance instructional delivery methods, including
distance education
b. Establish regional and national leadership and collaboration in
selected academic disciplines
c. Increase international collaborations in instruction and training.
d. Engage more undergraduate students in research by providing on
campus jobs
e. Enhance professional development opportunities and experiential
learning opportunities
f. Promote opportunities for study abroad experiences
g. Provide a tent hook project (online and hardcopies)
Start and strengthen innovative and interdisciplinary programs of study
39

UAF vision 2030

Current and Projected Students Enrollment

Current and future faculty exchange

35000

800

30000

700

25000

600

20000

500

15000
10000
5000
0

400
300
200
100
0

2012-13 2015-16 2020-21 2025-26 2029-30

Outgoing

Incoming

40

UAF vision 2030

through diverse delivery methods that are relevant to the needs of students
ACTIONS
a.
b.

IV.

Increase and diversify the number of degree programs

Develop interdisciplinary and trans-disciplinary programs,
curricula, or courses
c. Extend and enhance delivery of undergraduate and graduate
distance education
d. Foster the integration and utilization of instructional technology in
the classroom as part of an active learning process
Broaden the range of access to our academic programs beyond the campus
ACTIONS
a. Expand our online course offerings and degree/certificate
programs
b. Increase partnerships with internationally renowned universities
and schools in double and split degree programs
V. Improve student support services for a healthy and conducive
cultural and educational environment in the campus
a. Broaden space for student hostels, cafeteria and commercial
services,
b. Broaden sports and community facilities, such as health and sport
complexes
c. Promote business plan competitions and exhibitions of student
projects

KEY PERFORMANCE INDICATORS

Established a full fledge admission office capable of marketing and facilitating

admissions to attract top candidates
Demonstrated improvement on indicators of quality undergraduate education
Enhanced financial assistance programs and increased scholarship funding
awarded by the university
Increased diversity of degree programs
Increased online and distance learning courses
Increased double and split degree program
Increased on-campus sports facilities
Created a coaching and mentorship mechanism among and between campuses
to enhance experiential learning
Established an internship center for students
Established an alumni centre

41

UAF vision 2030

42

UAF vision 2030

1400

3.

1200

DISCOVERY AND
INNOVATION TO
SUCCESSFULLY ADDRESS
LOCAL AND GLOBAL NEEDS

1000
800
600
400
200
0
2010 2011 2012 2013 2015 2020 2025 2030

Academic staff PhD holders

Goal
Foster a culture of research, discovery, creativity, and best agricultural practices in
support of sustainable and profitable agricultural enterprises in Pakistan and the
world, and to train the next generation of agricultural scientists to meet society's most
important challenges

STRATEGIES
I.

II.

Advance areas of excellence both within and across departments, taking

advantage of historical strengths, existing competencies, and geographical
advantages to meet societal needs
ACTIONS
a. Support formation of centers and faculty groups in emerging areas
like bioenergy, climate change, agriculture policy, precision
agriculture, biotechnology, agribusiness and entrepreneurship
b. Targeted hiring in emerging areas of excellence
c. Promote faculty development opportunities
d. Enhance graduate programs in areas of excellence
UAF will increase research capacity, capability, productivity, and quality to
address regional, national and global challenges.
ACTIONS
a. Increase extramural funding
b. Establish the Center for Advanced Studies in Food
security/Agriculture (CAS)
c. Retain and recruit the most productive faculty
d. Provide grantsmanship training, and facilitate large and complex
grant preparations
e. Encourage high-quality publications, patent applications and
technology transfer
f. Support professional panel services, editorial services, national
awards and other professional recognitions
g. Initiate split degrees and graduate research at regional centers
43

UAF vision 2030

III.

UAF will support the development of facilities and infrastructure that are
necessary to sustain a vibrant, collaborative, and a supporting research
environment to achieve high impact research gains.
ACTIONS
a. Develop Biosafety Level-3 facilities
b. Promote multidisciplinary, multi-institutional, and interdisciplinary
research collaborations
c. Enhance collaborations, particularly through the provincial and
federal agricultural stations
d. Provide seed funding for research and cost share funding for
equipment and facilities
e. Emphasize leveraging of funds
f. Create a software house to promote precision tools and databases

KEY PERFORMANCE INDICATORS

Increased competitive grant awards up to 8 billion PKR

Secured resources to renovate research and service facilities or to construct new
buildings for research activity
Increased the number of postdoctoral scholars
Increased external awards
Increased the number of doctoral students by 10% annually
Established centers of seed, fertilizer, feed and vaccines
CAS to emerge as a regional leader for food security by 2030
ISO certified labs
Established centre for women in agriculture

44

UAF vision 2030

4.

AN ENGAGED, CONNECTED AND

IMPACTIVE OUTREACH

Goal
To provide integrated research, teaching, extension and outreach programs that meet
the needs of stakeholders to enhance the quality of life

STRATEGIES
I.

II.

III.

UAF will foster the development of integrated agricultural research, teaching,

extension and outreach programs through proactive partnerships with the
provincial and federal extension system, regional universities, and other
institutions and civil society organizations that meet the needs of
stakeholders. These extension and outreach efforts will engage faculty, staff,
and students with stakeholders all over the country.
ACTIONS
a. UAF agricultural policy research shall complement the decision
process at provincial, national, and international levels.
b. Develop joint field days, stakeholder educational programs,
commodity meetings, exhibitions and festivals
c. Provide leadership and support for youth educational programs
d. Increase the international engagement of undergraduate and
graduate students, and faculty members
Promote a system approach to address stakeholder needs related to complex
agricultural and food issues. The solutions offered through these efforts will
enhance economic prosperity, social welfare, and environmental
sustainability.
ACTIONS
a. Seek more opportunities for integrated research and
extension/outreach activities
b. Extend outreach to a broader clientele
c. Increase faculty activity in service of international agricultural
development, food security, and export of Pakistani products
Throughout the university, enhance delivery of extension and outreach
programs through the increased use of volunteers, public and private
partnerships, and innovative technology to create opportunities for new
audiences
45

UAF vision 2030

46

UAF vision 2030

IV.

ACTIONS
a. Enhance participatory extension skills through partnerships with
extension workers and faculty members at other public or private
universities; local, provincial, and federal agencies;
nongovernmental organizations; and/or nonprofit partners
b. Increase the number of programs approved for continuing
education/adult education and the revenue generated from
programs delivered to professional or industry audiences
c. Increase the use of innovative ICT tools to reach targeted audiences
d. Increase the number of UAF programs with quantifiable and visible
economic and social benefits to local and state stakeholders
e. Leverage on more volunteers and volunteer programs to extend the
outreach capacity of the university
UAF will promote outreach programs on landscape and ecosystem
approaches to management.
ACTIONS
a. We will develop and use department-wise program planning,
delivery and evaluation of outreach activities
b. Development of clear statements of outreach roles for faculty, staff
and students

KEY PERFORMANCE INDICATORS

Established an independent outreach office

Developed or expanded at least ten major outreach partnerships as indicated by
formal agreements and/or new or enhanced outcome measures related to joint
programming
Increased annual extension or outreach related grant support by 30 percent
Enhanced, accessible and easily understood database of extension outcomes,
including such measures as: the adoption of new practices by producers; the
adoption of recommended health, nutrition, or safety practices by individuals or
families; and the acquisition of new or improved skills in communication,
problem- solving, or group processes by individuals or families
Increased knowledge of extension programs, as indicated by a 5% increase in
familiarity measures in statewide surveys
Increased by 10 percent the number of patents filed by faculty, and established
three new start-up companies every year based on UAF research
Established eExtension in the form of FM radio, TV channel and websites
Established an internship center for students to promote outreach capabilities in
young graduates
Creation of new regional centers/campuses (Nankana, Gujranwala, Lahore)
Introduced regional/client specific crops/livestock
Established a university farm services center with satellites at sub campuses
47

UAF vision 2030

SUMMARY
Development of the vision 2030 and the action plan has been
centered on agrarian reforms. UAF leadership will continue
to shape and reshape actions and activities in order to
achieve the set goals. The implementation of this ambitious
plan, and its ultimate success will depend on a strong linkage
between partners, which recognize the importance of
agriculture to the economic development of the country. In
this regard, planning, collaboration and coordination among
UAF stakeholders and the decision makers will be essential.
To encourage and assess implementation, a comprehensive
review of achievements, strategies and activities will be
conducted every five years starting from 2015 to share the
progress with the policymakers and agricultural community
along with recommendations for additional strategies
needed.
A plan is only as successful as its implementation. Every
Pakistani has a stake in the sustainability and future of
agriculture. UAF encourages all citizens to support this Plan's
goals and implement the strategies necessary to realize a
vision that reflects the importance and need of a steady and
sustainable progress in agriculture and rural development.

48

UAF vision 2030

UI Green Metric World

University Ranking
declares UAF the 35th best
University of the World

vision
University of Agriculture

www.uaf.edu.pk

Faisalabad, Pakistan

Phone: +92 41 9200161-70, Fax: +92 41 9200764

Designed by: Muhammad Asif (Artist), Printed by: University Press, University of Agriculture, Faisalabad-Pakistan