Introduction to the report:
“A comparative performance analysis of Victoria University of Bangladesh (VUB) with special concentration on its revenue and cost structure” is the topic of our report. Working at the VUB as a lecturer I have collected all the necessary information about the selected topic. Then I have assembled all these information for the preparation of the report.
Statement of the Problem:
At the time of collection of information I have understood that the information of VUB is not quite enough to analyze the performance of the university I must have to collect information about some other universities. So, I had to collect the comparative information of the other universities as well. Then I had to accumulate all these information to analyze them for comparatively. Besides this I had to collect the information about UGC rules compliance. At last I had to analyze all the non financial performance.
Purpose of the Study:
The primary purpose of the study is to provide information about the performance of the private universities of Bangladesh and to fulfill the requirement of the MBA program.
Timeline:
I hereby reported on the time period from 15 May 2009 to 15 August 2009.
Limitations:
In collection of the information about the organization I fell into great problem because all the financial information of the university is kept secret. So, I couldnt collect all the necessary actual financial and non financial performance. Besides I had to collect the information from a very short sample of personnel.
Review of Literature:
History of private universities of Bangladesh:
It was observed that every year a large number of students aspiring for admission in the public universities were deprived of higher education due to limitations of available seats in the public universities of the country. With the view to solving the problem in the higher education available to the students the government has accorded permission for the establishment of private universities in the private sector by promulgating the Private University Act, 1992. Thus, the journey of establishing private university started from 1992. After some time the government in consultation with the UGC has made some amendments of the Act in 1998.
Synopsis of private universities of Bangladesh:
Currently there are about 54 private universities in Bangladesh. About 2 lac students are studying in undergraduate and post graduation level. Most universities are situated in the city of Dhaka. Few of them have outer campuses like chittagong, sylhet, rajshahi etc. These private universities are meeting the demand of education services of local citizens. Under the onward pressure of educational services, private universities are playing an important role. More than fifty private universities are working in this country. They provide educational services for both under graduation and post-graduation level. But the question is how they are serving the nation. What quality of education they are being provided.
Key performance indicators for private universities
Financial performance:
Under financial performance evaluation net income or net loss, total revenue, total cost, rate of return on investment, sect oral revenue and income analysis may be included. Following may be included under financial performance evaluation.
Financial Performance |
| Total revenue |
| Total expenditure |
| Surplus/Deficit |
| Capital fund |
| Return on investment (ROI) |
| Return on assets (ROA) |
| Surplus/deficit rate on revenue |
| Degree of operating leverage (DOL) |
| Degree of financial leverage (DFL) |
Non-financial performance:
Non-financial performance measurements are more important in case of private universities. Following may be the included under non-financial (qualitative) performance evaluation.
Infrastructure | Faculty Quality |
| Campus (Own/Rent) | Full time Teacher |
| Library # of Books | PhD Teacher |
| Web (PageRank) | Part time Teacher |
| Web (Usefulness) | Student:Teacher Ratio |
| Hostel Facility (Male) | |
| Hostel Facility (Female) | |
| Canteen | |
| Common Room | |
| Transport | |
| Alumni | |
Student Quality | Student Facility |
| Entry Requirement | Expense per Student |
| Average Cost for UG Course | |
| Class Held Ratio | |
| Student :Staff Ratio | |
Subjects Taught | Penalty |
| UG Subjects | Session Jam |
| G Subjects | Un-authorized Subjects |
| PhD/MPhil Subjects |
Methodology and Procedures:
I have collected information both from secondary and primary sources. To collect information primarily I had interviewed a number of personnel of VUB. For secondary information I had gone through the websites of the UGC, VUB, IUB, AIUB and others. After collection of the information I had prepared and converted them for the purpose of my report. Then I had used them under different types of performance indicators.
Sampling:
I had selected the accounting personnel and faculty members of VUB to get the primary information about the university.
Instruments/ Questionnaire:
In the interview I just got the answers by asking some questions related with my report’s subject. The questions have been attached in the appendices.
Data Collection:
I have collected primary data from interview and secondary data from the relevant websites. Besides this other data have been collected through the direct observation during my job hours.
Measures of performance analysis:
For the measurement of performance I have used mainly the non financial performance. Some financial performance indicators have been used also to give a gist idea about its financial performance. But due to shortage of financial performance data it was a tough job.
Data preparation:
For financial performance analysis I have made an approximate Income and Expenditure statement and Balance Sheet as these data were not available. I have got some approximate data from the accounting personnel. But I have made them complete getting help from UGC reports. For non-financial performance analysis I have taken the help of varsity admission ranking indicators. These secondary data has been also prepared for my report purpose.
Data editing and conversion:
Financial data have been assembled under approximation as actual data was unavailable. Non financial data were also have been edited to make it useful for the reporting purpose.
Data Analysis:
In the analytical section of the report I have used mainly the non financial analysis without following any formal mathematical models. I have tried make the information understandable using tables, graphs and figures. Besides this some descriptive statistics like arithmetic mean, average etc.
Results:
In my comparative analysis of the performance of VUB I have found that VUB performance is not so much satisfactory in compare to others rival universities. The quality of all the performance indicators is below the benchmark.
Discussion:
The purpose of this section is to evaluate and interpret the results, especially with respect to the original research question. It is also important to discuss how the results relate to the literature cited in the introduction.
Main body and detailed discussion:
Victoria University of Bangladesh (VUB):
Victoria University of Bangladesh is a private university located at Dhaka, Bangladesh. It was established in May 2003 by the Private University Act 1992. The president of this university is K B M Moin Uddin Chisty. Now about 2000 students are studying here. Victoria University of Bangladesh is one of the fast growing universities in Bangladesh which deserves the lowest cost for students to study in a private university.
Objective of VUB :
The objectives of Victoria University of Bangladesh (VUB) are as follows:
- To use traditional and modern instructional techniques and technology to the best advantage so as to enhance and enrich students’ achievement of educational and career goals as well as socio-economic development of the country.
- To provide specialized and high quality education as preparation for future employment in positions of responsibility across a worldwide range of IT, business, social and public organizations.
- To provide International Standard Education in Bangladesh and develop our graduates up to international standard by securing accreditation of internationally recognized accreditation bodies like ACBSP, AACSB and other professional bodies.
- To establish joint degree programs and credit transfer programs with foreign universities to facilitate quality education and also to make foreign degrees available to the students while studying whole or part of the program period in Bangladesh.
- To provide educational opportunities to persons already employed or engaged in business allowing them to pursue undergraduate and graduate programs without interrupting their current employment and without any compromise of quality education.
- Creation of congenial academic environment for the youth, which will be free from political and other disturbances for their intellectual advancement.
- To improve the quality, talent and skills of individual students to help them lead a successful life as professional and responsible citizens.
- To pursue vigorously improvements in the quality of higher education through dedicated commitment to teaching, training, counseling and research.
- To use high technology information systems in all phases of academic as well as administrative aspects of the university program.
- To undertake such additional programs and activities as are essential to the achievement of the above listed objectives.
- To offer educational programs to students of all nationalities worldwide.
VUB at a glance:
| |
| Established: | 2003 |
| Type: | Private, Coeducational |
| Vice-Chancellor: | Prof. M.R. Khan (Acting) |
| Faculty: | 39 |
| Location: | Dhaka, Bangladesh |
| Campus: | Urban Panthapath, Karwanbazar |
| Affiliations: | University Grants Commission Bangladesh |
| Website: | www.vub.edu.bd |
| No. of students | 2000 |
| No. of departments | 7 (including 2 proposed departments) |
UGC approved departments:
| 1. Faculty of Business Management | a) Dept. of Business Administration | i) BBA (Hons.)ii) EMBAiii) MBA |
| 2. Faculty of Science | a) Dept. of Computer Science | i) BSc (Hons.) in CSITii) BSc (Hons.) in CSE |
| 3. Faculty of Arts & Humanities | ||
| a) Dept. of Education | i) BEd (Hons.) | |
| b) Dept. of English | i) MA in English | |
| c) Dept. of Tourism & HospitalityManagementd) Hospital Management (Proposed) e) Fashion design & management (Proposed) | i) Bachelor of Tourism & Hospitality Management(BTHM)i) Bachelor of Hospital management
i) Bachelor of fashion designing and management | |
Fees structure of VUB :
| Fees structure for various programs is given below : |
Program | Duration (years) | Credit hours | No. of Courses | No. of Semesters | Admission fee | Tuition fee per credit | Total tuition fee | Semester Fee | Total Semester fee | Devt. fee | Project fee | Total fee |
| BBA | 4 | 126 | 40 | 12 | 12,400 | 1,725 | 217,350 | 1,500 | 18,000 | 2,000 | 5,000 | 242,350 |
| BTHM (Bachelor of Tourism & Hospitality Management) | 4 | 126 | 40 | 12 | 12,400 | 1,750 | 220,500 | 1,500 | 18,000 | 2,000 | 9,000 | 249,500 |
| BA (Hons) English | 4 | 126 | 40 | 12 | 12,400 | 1000 | 126,000 | 1,500 | 18,000 | 2,000 | 0 | 146,000 |
| MBA (Regular) | 2 | 66 | 20 | 6 | 12,400 | 1,700 | 1,12,200 | 1,500 | 9,000 | 2,000 | 5,000 | 128,200 |
| MBA (Executive) | 1.3 | 42 | 12 | 4 | 12,400 | 2,075 | 87,150 | 1500 | 6,000 | 2,000 | 5,000 | 100,150 |
| MA in Eng (2 yrs) | 2 | 60 | 20 | 6 | 12,400 | 930 | 55,800 | 1,500 | 6,000 | 2,000 | 0 | 66,800 |
| MA in Eng (1 yr) | 1 | 42 | 14 | 3 | 12,400 | 950 | 39,900 | 1,500 | 4,500 | 2,000 | 0 | 46,400 |
Note: There is a provision of substantial course waiver in Master’s programs for those who have completed Bachelor’s program with Honours in the respective field. In all programs, credit transfer facilities are also available. The fees structure is subject to change without prior notice. Credit requirements of a program may also change as per directives of University Grants Commission.
Revenue and Cost structure :
Victoria University of Bangladesh
Income and Expenditure Statement
For the year ended 31 December, 2007
Details | Tk. | Tk. |
| Revenue Sources: | ||
| Tuition fees | 3,50,36,840 | |
| Admission Fees | 55,82,500 | |
| Library fees | 5,00,000 | |
| ID card | 50,000 | |
| Application form | 2,00,000 | |
| Transcript | 3,50,000 | |
| Retake | 75,22,250 | |
| Development fees | 86,00,000 | |
| Provisional fees | 26,00,000 | |
| Fine | 4,55,450 | |
| Others | 45,000 | |
Total Revenue | 6,09,42,040 | |
| Expenditure sectors: | ||
| Salary | 1,05,34,500 | |
| Part time teacher payment | 1,10,25,430 | |
| Rent of premises | 25,00,000 | |
| Computer line fees | 10,00,000 | |
| Entertainment | 35,00,000 | |
| Repair and maintenance | 45,00,000 | |
| Conveyance | 12,00,000 | |
| Scholarship | 60,00,000 | |
| Students advisors fees | 14,00,000 | |
| Counselors fees | 5,00,000 | |
| Advertisement | 7,00,000 | |
| Incentives | 24,00,000 | |
| Invigilators fees | 6,00,000 | |
| Tabulation | 3,00,000 | |
| Co-coordinators fees | 55,000 | |
| Regulatory fees | 25,000 | |
| Audit fees | 75,000 | |
| Membership fees (Association) | 15,000 | |
| Subject approval | 16,000 | |
| Lab development & laboratory fees | 8,50,000 | |
| Library materials | 3,45,000 | |
| Depreciation Furniture | 3,70,000 | |
| Depreciation on Fixture & Equipment | 4,50,000 | |
Total Expenditure | 4,83,60,930 | |
Surplus | 1,25,81,110 | |
Financial Position of VUB:
Victoria University of Bangladesh
Balance Sheet
For the year ended 31 December, 2007
Details | Tk. | Tk. |
Assets | ||
| Fixed assets: | ||
| Furniture and Fixture | 1,50,00,000 | |
| Generators and Air-cooler | 1,75,00,000 | |
| Electronic equipments | 1,35,00,000 | |
| Library books | 70,00,000 | |
| Laboratory resources | 78,00,000 | |
| Equipment and chemicals | 85,00,000 | |
Total fixed assets | 6,93,00,000 | |
| Current Assets : | ||
| Cash in hand | 5,00,000 | |
| Cash at bank | 1,32,00,450 | |
| Students fees receivables | 55,00,000 | |
| Students fine receivables | 3,50,000 | |
| Stationary stock | 2,00,000 | |
Total Current assets | 1,97,50,450 | |
| Less: Current Liabilities: | ||
| Payables to faculties | 35,00,000 | |
| Payables to association | 5,50,000 | |
| Municipal tax payables | 7,50,000 | |
| Bills payable | 5,00,000 | |
Total Current liabilities | 53,00,000 | |
Net current assets | 1,44,50,450 | |
Total assets | 8,37,50,450 | |
| Liabilities and capital fund: | ||
| Bank loan | 3,45,00,000 | |
| Capital fund | 3,32,00,000 | |
| Add: Surplus/deficit | 1,25,81,110 | |
| Donation | 34,69,340 | |
8,37,50,450 | ||
Performance analysis of VUB:
Financial performances:
Financial Performance | ||
A | Total revenue | Tk. 6,09,42,040 |
B | Total expenditure | Tk. 4,83,60,930 |
C | Surplus/Deficit | Tk. 1,25,81,110 |
D | Capital fund | Tk. 3,32,00,000 |
E | Total assets | Tk. 8,37,50,450 |
F | Total investment | Tk. 6,77,00,000 |
G | Return on investment (ROI) | C ´ 100 = 18.58%F |
H | Return on assets (ROA) | C ´ 100 = 15.02%E |
I | Surplus/deficit rate on revenue | C ´ 100 = 20.64%A |
J | Total loan capital fund | Tk. 3,45,00,000 |
K | Total fixed cost | Tk. 1,34,00,000 |
L | Degree of operating leverage (DOL) | K ´ 100 = 27.70%B |
M | Degree of financial leverage (DFL) | J ´ 100 = 50.96%F |
Analysis of the above performances:
Financial performance indicators shows a good sign for Victoria University of Bangladesh (VUB). Here we can see that ROI, ROA, DOL and DFL are quite good for this university. Every indicators shows some favorable future indications. If the authority of VUB can use this financial strength to develop its non-financial performance the university would be an ideal one in the field of private universities of Bangladesh. More over I have attached some recommendations at the end of the report so that VUB can observe it and use it to develop itself.
Financial Ratio Analysis:
Revenue and Cost structure :
Victoria University of Bangladesh
Income and Expenditure Statement
For the year ended 31 December, 2007
Details | Tk. | Tk. |
| Revenue Sources: | ||
| Tuition fees | 3,50,36,840 | |
| Admission Fees | 55,82,500 | |
| Library fees | 5,00,000 | |
| ID card | 50,000 | |
| Application form | 2,00,000 | |
| Transcript | 3,50,000 | |
| Retake | 75,22,250 | |
| Development fees | 86,00,000 | |
| Provisional fees | 26,00,000 | |
| Fine | 4,55,450 | |
| Others | 45,000 | |
Total Revenue | 6,09,42,040 | |
| Expenditure sectors: | ||
| Salary | 1,05,34,500 | |
| Part time teacher payment | 1,10,25,430 | |
| Rent of premises | 25,00,000 | |
| Computer line fees | 10,00,000 | |
| Entertainment | 35,00,000 | |
| Repair and maintenance | 45,00,000 | |
| Conveyance | 12,00,000 | |
| Scholarship | 60,00,000 | |
| Students advisors fees | 14,00,000 | |
| Counselors fees | 5,00,000 | |
| Advertisement | 7,00,000 | |
| Incentives | 24,00,000 | |
| Invigilators fees | 6,00,000 | |
| Tabulation | 3,00,000 | |
| Co-coordinators fees | 55,000 | |
| Regulatory fees | 25,000 | |
| Audit fees | 75,000 | |
| Membership fees (Association) | 15,000 | |
| Subject approval | 16,000 | |
| Lab development & laboratory fees | 8,50,000 | |
| Library materials | 3,45,000 | |
| Depreciation Furniture | 3,70,000 | |
| Depreciation on Fixture & Equipment | 4,50,000 | |
Total Expenditure | 4,83,60,930 | |
Surplus | 1,25,81,110 | |
Financial position of VUB
Victoria University of Bangladesh
Balance Sheet
For the year ended 31 December, 2007
Details | Tk. | Tk. |
Assets | ||
| Fixed assets: | ||
| Furniture and Fixture | 1,50,00,000 | |
| Generators and Air-cooler | 1,75,00,000 | |
| Electronic equipments | 1,35,00,000 | |
| Library books | 70,00,000 | |
| Laboratory resources | 78,00,000 | |
| Equipment and chemicals | 85,00,000 | |
Total fixed assets | 6,93,00,000 | |
| Current Assets : | ||
| Cash in hand | 5,00,000 | |
| Cash at bank | 1,32,00,450 | |
| Students fees receivables | 55,00,000 | |
| Students fine receivables | 3,50,000 | |
| Stationary stock | 2,00,000 | |
Total Current assets | 1,97,50,450 | |
| Less: Current Liabilities: | ||
| Payables to faculties | 35,00,000 | |
| Payables to association | 5,50,000 | |
| Municipal tax payables | 7,50,000 | |
| Bills payable | 5,00,000 | |
Total Current liabilities | 53,00,000 | |
Net current assets | 1,44,50,450 | |
Total assets | 8,37,50,450 | |
| Liabilities and capital fund: | ||
| Bank loan | 3,45,00,000 | |
| Capital fund | 3,32,00,000 | |
| Add: Surplus/deficit | 1,25,81,110 | |
| Donation | 34,69,340 | |
8,37,50,450 | ||
Ratio Analysis on the above financial position has been done on the following pages. Please turn over to the next page.
p.t.o.
Ratio Analysis :
| Ratio Type | Name of the ratio | Formula | Results |
| Liquidity Ratio | a) Current Assets ratio | Current assets ´ 100Current liabilities | 3.72 : 1 |
| b) Liquid Assets ratio | Liquid assets ´ 100Current liabilities | 3.56:1 | |
| c) Working capital | Current assets – Current liabilities | 1,44,50,450 | |
| Earn ability Ratio | a) ROI | Surplus/Total investment | 18.58% |
| b) ROA | Surplus/Total assets | 27.70% | |
| Leverage Ratio | a) DOL | Fixed cost/Total expenditure | 15.02% |
| b) DFL | Loan capital/Total capital | 50.96% |
Analysis on the ratio results:
All the ratios of VUB are good but it is not using its resources for its future developments. It can use these financial strength for its future development. Every indicators shows some favorable future indications. If the authority of VUB can use this financial strength to develop its non-financial performance the university would be an ideal one in the field of private universities of Bangladesh. More over I have attached some recommendations at the end of the report so that VUB can observe it and use it to develop itself. Now-a-days for the survival of the universities it is must.
Non-financial performances:
(Which indicators are taken to rank the universities)
Sl. No. | Item | Weight |
| 1 | Infrastructure | 26% |
| 2 | Faculty Quality | 22% |
| 3 | Student Quality | 19% |
| 4 | Student Facility | 18% |
| 5 | Subjects Taught | 15% |
Total | 100% |
Infrastructure: Weight 26%
Campus: Universities operating in own campus will get full marks and 50% marks for those who are operating in rented house. It is the guideline from the UGC that private universities must shift to own campus within 5 years. Some new private universities might be affected because they still have some time in hand to shift to their own campus. But there are some newer private universities that are running on own campus. On the other hand some older universities are running in rented campus even after 5 years. So credit or dis-credit should go where it is due.
Library : Library is measured with the number of books it has. Universities with highest number of books in the library will get full marks. 50% marks for the universities with lowest number of books. Other universities will get points proportionately. Membership and thus access to online library is not considered. However, we have plan to include this parameter in the next ranking.
Website [PageRank] : It is said that “If it is not on Google is doesn’t exist!”. It might disturb some people, but it is a reality to the majority for whom the Web has become a seamless part of their knowledge environment. Academics and institutions that recognize and respond to this new environment ultimately will be among its beneficiaries. Universities with highest PageRank website will get full marks. 50% marks for the universities with lowest PageRank website. Other universities will get points proportionately. Universities with no website will get no point. There are some international ranking based on G-Factor means visibility in Google search engine and link from other higher education institutes. Web metrics ranks universities based on only the websites.
Website [Usefulness] : Most easy and convenient way to communicate message and information with the audience is the website. We have set the 10 parameters to measure the usefulness of the website. They are admission circular, tuition fee information, hostel facility information, teacher list, department list, admission test result, class routine, exam routine, exam result, notice board. Total 40 points for these 10 items, each item carries 4 points. And 10 points are assigned to navigation facility of the website. We examined websites of all universities for the recent and up-to-date information of above parameters.
Residence Facility [Male] : The percent of total male students getting residence facility is the factor of this point. For example, the university that is providing residence facility to 80% of its male students will get 80% of total marks assigned to this item.
Residence Facility [Female] : The percent of total female students getting residence facility is the factor of this point. For example, the university that is providing residence facility to 80% of its female students will get 80% of total marks assigned to this item.
Canteen, Common Room, Transport, Alumni : Universities that have these facilities for the students will get full points allocated for it. Other universities will not get any point if they have no such facilities. Equal points are allocated for each of canteen, common room, transport, and Alumni irrespective of their size and service delivery.
Faculty Quality: Weight 22%
Quality faculty is the key element to quality education. It is assigned the second highest weight. We considered Student-Teacher ratio, number of full time teacher, part time teacher, and PhD degree holder teacher to measure this factor.
Full Time Teacher: Universities with highest full time teachers will get full marks. 50% marks for the universities with lowest full time teachers. Other universities will get points proportionately.
PhD Teacher : Universities with highest PhD degree holder teachers will get full marks. 50% marks for the universities with lowest PhD degree holder teachers. Other universities will get points proportionately.
Part Time Teacher : More part time teacher means the students are not getting after-class discussion facility with the course teacher. Universities with highest part time teachers will get 50% marks. Full marks for the universities with lowest part time teachers. Other universities will get points proportionately.
Student-Teacher Ratio : Universities with highest student-teacher ratio will get 50% marks. Full marks for the universities with lowest student-teacher ratio. Other universities will get points proportionately.
Student Quality: Weight 19%
Entry Requirements : Students should be capable of receiving quality lesson from the quality teachers. Quality of students indicates the quality of the university. We measure the student quality on the basis of entry requirements in undergraduate courses only. We found different entry requirements for the different courses. So we averaged the minimum GPA of SSC and HSC that is required to get admission in different undergraduate courses.
Universities with highest entry requirement will get full marks. 50% marks for the universities with lowest entry requirement. Other universities will get points proportionately.
Expense per Student : Universities with highest expense per student will get full marks. 50% marks for the universities with lowest expense per student. Other universities will get points proportionately.
Average Cost to Complete an UG course : Universities that are offering lowest price for the education they are providing in bachelor degree level will get full marks. 50% marks for the universities with highest price. Other universities will get points proportionately.
Class Held Ratio : Some universities enjoy two days as weekly holiday, some enjoy one day. So there is no scope to measure this parameter as total number of classes held. Rather we took percentage of classes held as a measure of management performance.
Class Held Ratio = Number of Classes Held / Number of Classes Could be Held
Student-Staff Ratio : Universities with highest student-staff ratio will get 50% marks. Full marks for the universities with lowest student-staff ratio. Other universities will get points proportionately.
Subjects Taught: Weight 15%
Undergraduate Subjects : Universities with highest undergraduate subjects will get full marks. 50% marks for the universities with lowest undergraduate subjects. Other universities will get points proportionately.
Graduate Subjects : Universities with highest graduate subjects will get full marks. 50% marks for the universities with lowest graduate subjects. Other universities will get points proportionately.
PhD/MPhil Subjects : Universities with highest PhD/MPhil subjects will get full marks. 50% marks for the universities with lowest PhD/MPhil subjects. Other universities will get points proportionately.
Penalty: 100 Points
Penalty point is not part of total points of 1000. Rather it is used to judge the management capacity of the university authority. Some private universities are offering subjects and courses that are not approved by the UGC. This is neither ethical nor expected from organizations like Universities. Some public universities are wasting the valuable time of students by not completing its courses in due time. It is the failure of the management. Both the cases should be penalized.
Session Jam : Universities with highest session jam will get full penalty marks. Other universities will get penalty points proportionately. Universities with no session jam will get no penalty. This penalty marks will be deducted from the total marks of the university. Some public universities will be affected by this parameter.
Un-authorized/Un-approved Subjects Taught : The universities that are offering and running courses not approved by the UGC will get penalty. This is a unique case in Bangladesh. Universities with highest number of un-authorized/unapproved subjects will get full penalty. Other universities will get penalty proportionately. This penalty marks will be deducted from the total marks of the university. Some private universities will be affected by this parameter.
Findings about the above mentioned non-financial performance indicators have been assembled in the following page. Where I have tried mention a relative grade point for each indicators depending on its status.
Findings about non-financial performance in the next page.
Findings about the above non-financial performances:
Indicators | Performance status | Comments |
| Infrastructure | ||
| Campus (Own/Rent) | Rent | B Grade |
| Library # of Books | 7500+ | C Grade |
| Web (PageRank) | Available | A grade |
| Web (Usefulness) | Moderately good | B grade |
| Hostel Facility (Male) | None | E grade |
| Hostel Facility (Female) | None | E grade |
| Canteen | Available but unused | D grade |
| Common Room | Available but small | C grade |
| Transport | None | E grade |
| Alumni | Yes | C grade |
Faculty Quality | ||
| Full time Teacher | 40 | B grade |
| PhD Teacher | 30 | B grade |
| Part time Teacher | 15 | C grade |
| Student:Teacher Ratio | 1:30 | B grade |
Student Quality | ||
| Entry Requirement | GPA 5 (SSC+HSC) | C grade |
Student Facility | ||
| Expense per Student | Tk. 25,500 | C grade |
| Average Cost for UG Course | Tk. 1,35,000 | C grade |
| Class Held Ratio | 20/24 per course | B grade |
| Student :Staff Ratio | 1:40 | B grade |
Subjects Taught | ||
| UG Subjects | 5 subjects | C grade |
| G Subjects | 4 subjects | C grade |
| PhD/MPhil Subjects | none | E grade |
Penalty | ||
| Session Jam | Little session jam | C grade |
| Un-authorized Subjects | A great number of | D grade |
Analysis on the above performance:
The financial performance indicators of VUB is quite good. It has shown positive results in most of its financial indicators like ROI, ROA etc. But, we have observed that VUB’s non-financial performance indicators are so poor. It has got C grade on an average which is very much unsatisfactory. In most cases it has got C and D grade. But in some cases it has got B grade. Thats why the average grade is C. The financial strength of this university can ensure the future survival of the university if this strength is utilized for future infrastructure development. I hope for the best change of this university.
Comparative performance of VUB (Comparing with other private universities):
Comparison of Victoria University of Bangladesh (VUB) with the top class private universities:
University Name | Campus Status | Book at Library | Full time teacher | PhD Holder Teacher | Part time teacher | Stu. teacher ratio | GPA requirement | Expenses/Student | Stu. Staff Ratio | Class Held | U.Grad Subjects | Grad Subject | Phd/Mphil Sub |
| American International University – Bangladesh (AIUB) | Own | 29503 | 204 | 45 | 20 | 22 | 5.5 | 27409 | 24 | 240 | 20 | 11 | 0 |
| BRAC University | Own | 18500 | 140 | 76 | 125 | 9 | 6 | 143176 | 20 | 246 | 12 | 13 | 0 |
| Independent University, Bangladesh (IUB) | Own | 25688 | 149 | 56 | 47 | 16 | 6.6 | 87855 | 16 | 240 | 15 | 9 | 0 |
| North South University | Own | 28520 | 172 | 45 | 124 | 22 | 6.5 | 43692 | 35 | 240 | 13 | 14 | 0 |
| Presidendcy University | Rent | 2945 | 50 | 8 | 31 | 21 | 5 | 27126 | 35 | 290 | 5 | 3 | 0 |
| United International University | Own | 6823 | 141 | 34 | 65 | 14 | 5 | 41433 | 37 | 300 | 5 | 6 | 0 |
| Victoria University of Bangladesh | Rent | 7756 | 19 | 14 | 20 | 30 | 5 | 22401 | 36 | 300 | 3 | 3 | 0 |
Analysis on the above performance:
The comparative performance of VUB is not good with compare to the top class private universities of Bangladesh. It is suffering from weakness in every aspects of the university. It is lagging behind in consideration of campus status, library books, no. of faculties, no. of support staffs etc. In every aspects we can see that VUB is at the back angle. Though it has some financial potential, it is not employing it for its own benefit. The authority of these university can concentrate on this and take necessary steps to develop the present condition.
Comparison of Victoria University of Bangladesh (VUB) with middle and lower class private universities:
University Name | Campus Status | Book at Library | Full time teacher | phd Holder Teacher | Part time teacher | Stu. teacher ratio | GPA requirement | Expenses/Student | Stu. Staff Ratio | Class Held | U.Grad Subjects | Grad Subject | Phd/Mphil Sub |
| ASA University of Bangladesh | Own | 5000 | 62 | 10 | 20 | 31 | 5 | 54168 | 25 | 203 | 3 | 4 | 0 |
| Asian University of Bangladesh | Rent | 94410 | 127 | 95 | 698 | 15 | 5 | 9299 | 50 | 273 | 12 | 11 | 0 |
| Daffodil International University | Own | 17200 | 162 | 29 | 40 | 31 | 5 | 40683 | 49 | 279 | 20 | 7 | 0 |
| Eastern University | Rent | 7750 | 76 | 38 | 54 | 27 | 5 | 18993 | 56 | 240 | 6 | 5 | 0 |
| Northern University of Bangladesh | Rent | 84256 | 139 | 11 | 61 | 24 | 5 | 44288 | 27 | 290 | 7 | 7 | 0 |
| Southeast University | Rent | 10080 | 121 | 12 | 118 | 53 | 5 | 10360 | 89 | 330 | 11 | 5 | 0 |
| University of Development Alternative (UODA) | Rent | 7500 | 184 | 10 | 74 | 12 | 5.5 | 17758 | 22 | 320 | 14 | 8 | 0 |
| University of Liberal Arts Bangladesh (ULAB) | Own | 12311 | 56 | 25 | 31 | 20 | 5 | 57835 | 37 | 330 | 4 | 2 | 0 |
| World University of Bangladesh | Rent | 12495 | 104 | 17 | 22 | 20 | 5 | 14081 | 32 | 310 | 9 | 5 | 0 |
| Victoria University of Bangladesh | Rent | 7756 | 19 | 14 | 20 | 30 | 5 | 22401 | 36 | 300 | 3 | 3 | 0 |
Analysis on the above performance:
The comparative performance of VUB is not good with compare to the middle/lower class private universities of Bangladesh. It is suffering from weakness in every aspects of the university. It is lagging behind in consideration of campus status, library books, no. of faculties, no. of support staffs etc. In every aspects we can see that VUB is at the back angle. Though it has some financial potential, it is not employing it for its own benefit. The authority of these university can concentrate on this and take necessary steps to develop the present condition.
Significance of the Study and conclusion:
The present study help me a lot to understand about the operation of private universities of Bangladesh. In this study I have found that private university is a great field where an investor can easily invest his/her money to get a handsome return serving the nation also. In this study I have observed that most private universities are suffering from the suitable campus problem. Due to the onward pressure on lands of the Dhaka city this problem has been arisen. The entrepreneurs don’t have enough capability to invest a lot in this sector thats why campus is a vital issue for every private university. Besides this private universities are playing a great role in higher education. Due to the shortage of public universities, the students have to enroll themselves for the private universities. Also due to session jam problems students are being attracted to the private universities now-a-days.
