IMPROVED STRATEGIC MANAGEMENT PLANNING AND ACCOUNTABILITY...

Third Party Validation Study

Inception Report Improved Strategic Management Planning and

Accountability in Public HEIs

THIRD PARTY VALIDATION STUDY

IMPROVED STRATEGIC MANAGEMENT

PLANNING AND ACCOUNTABILITY IN

PUBLIC HEIs

Sarfraz Khawaja Ph.D. (University of Missouri, Colombia, USA) INDIVIDUAL CONSULTANT

HIGHER EDUCATION COMMISSION OF PAKISTAN

THIRD REVISED

DRAFT REPORT

January 28, 2015


3rd Revised Draft Report Improved Strategic Management Planning and


January 28, 2015 | i |

EXECUTIVE SUMMARY

The main purpose of this report has been to review and validate the Business

plans prepared by the Universities against the components of the template

provided by HEC. This was done in the context of Disbursement Link Indicator #

10 of the TESP which mentioned “Improved Strategic Management Planning and

Accountability in Public Sector Higher Education Institutes (HEIs)”. The baseline

for this indicator are the Business plans. The matrix analysis of Business plan

reveals that how many universities followed how much percentage of the

contents provided in the matrix. For detail analysis of each HEIs please see

Annex ‘I’ & ‘II’.

Number of Universities Percentage followed Business plan Matrix

25 More than 80%

10 More than 60%

1 More than 50%

3 More than 30%

Number of Universities Percentage followed Annual report Matrix

23 More than 70%

7 More than 40%

3 More than 30%

5 More than 10%

The analysis of the Business plan reveals that all the universities made

reasonable efforts to prepare the plan depending upon the capacity of the each

Institution. However some specific issues have been identified as the result of the

analysis.

i) Higher Education Institutions (HEIs) in the Public Sector have been

inherently and by practice are in the habit of managing universities on the

basis of government funds. Although some universities generate good

amount of resources (about 50%) other than government funding. But to

take this responsibility of generating resources through innovative and

research instrument has been a new challenge to accept. This would take

quite some time.

ii) The Business plan matrix was comprehensive but universities were not

sure about the areas of focus. Every institution tried in its own way and




January 28, 2015 | ii |

experience to identify the key areas. For some enrollment was more

important for others it was infrastructure and buildings, some focused on

quality in a partial way, and few emphasized resource generation.

iii) The issue of quality in most of the business plans are mainly linked with

money. Whereas the focus should have been on faculty development,

research, curriculum revision, evaluation methods, laboratories and other

teaching learning resources. Money is important but the reluctance to

generate resources is not justified.

iv) There has been no governance system prevailing in the universities. But

universities are administered in an old style controlling mechanism where

any change or prospect of change has been considered as a threat to the

academic harmony of the university. The four key elements of good

governance are necessary for strategic management and planning. These

are Accountability, Transparency, Participation and Predictability. These

have not been sufficiently adopted and practiced in the Business plans.

v) The development of faculty is necessary to improve the quality of teaching

and research in the university. The pedagogical skills is a key for effective

teaching but this has been almost missing in the Business plan. There are

certain programmes mentioned to develop the skills of faculty members

but lack of funding has often been the reason to leave behind these

programs.

vi) There has been practically no monitoring and evaluation system prevalent

or practiced in the universities. The sufficient understanding, need and

availability of a monitoring system is lacking. They need experts to develop

a monitoring system and train the staff to implement it. They may be

generally apprehensive that any proper monitoring system may interfere

with the autonomy of the universities.

vii) There has been insufficient clarity among the universities about the

linkages with TESP and MTDF/HE-II and how it is related to Disbursement

Link Indicators. As a result there has been lack of understanding about the

purpose of Business plans. Hence the plan remain a static documents

instead of an operational plan.

viii) More than 60% of the Business plan reports are suffering from internal

inconsistencies especially with reference to quantitative information. There




January 28, 2015 | iii |

were different figures of the same component of same year at different

pages.

ix) Most of universities who had established and operationalized ORIC

performed better in research, innovation and commercialization. The need

and importance have not been fully appreciated by 30% of the universities

hence they have been reluctant to establish the ORIC and benefit from it.

x) The universities are working mostly through a Centralized Administrative

system. The decision making is practically vested in one person despite

the presence and functioning of some institutional arrangement. The

concept of strategic management planning needs to be imbibed and then

established for practice.




January 28, 2015 | iv |

ACRONYMS

CGSP Center for Governance and Strategic Planning

DLI Disbursement Link Indicator

DSD Directorate of Staff Development

FGD Focus Group Discussion

HEC Higher Education Commission

HEIs Higher Education Institutions

KUST Kohat University of Science and Technology

M&E Monitoring and Evaluation

MTDF Medium Term Development Framework

NAM New Accounting Model

ORIC Office of Research, Innovation and Commercialization

P&D Planning & Development

PAD Project Appraisal Document

PETS Public Expenditure Tracking System

PMES Project Monitoring and Evaluation System

PSDP Public Sector Development Program

SWOT Strengths Weakness Opportunities Threats

TESP Territiary Education Support Project

TPV Third Party Validation

TTS Tenure Track System

WB World Bank




January 28, 2015 | v |

CONTENTS

INTRODUCTION AND BACKGROUND ............................................................. 1

METHODOLOGY AND RESEARCH INSTRUMENTS ........................................ 3

FINDINGS ............................................................................................................ 6

RECOMMENDATIONS ..................................................................................... 20

CONCLUSION ................................................................................................... 24

ANNEXURES .................................................................................................... 25




January 28, 2015 Page | 1

Chapter 1

INTRODUCTION AND BACKGROUND

Territiary Education Support Project (TESP) is partially funded by the World Bank

worth US$300 million with implementation period from 1st July 2011 to 30 June

2015. The total estimated cost of the project would be US$1.995 billion. The

project is being implemented by the Higher Education Commission (HEC). The

Key project objective has been to “improve the teaching, learning and research

for enhanced access, quality and relevance of terrtiary education.” The project

would support the higher education in Pakistan under two components. The first

will be program financing and second would be capacity building, policy design

and Monitoring and Evaluation. The four sub parts of the first component are

improved fiscal sustainability and expenditure effectiveness, enhanced quality

and relevance of teaching and research, improved equitable access and

strengthening governance and management. The sub-parts of the second

component will be to strengthen capacities for program implementation and

Monitoring and Evaluation system (M&E). These sub parts of the two

components have become implementation instruments as well.

The project identifies Ten Disbursement link indicators. The disbursement would

be made against the achievement of the deliverables of each DLI. The validation

instrument and performance measurements tools have been mentioned against

each DLI separately in the TESP document provided by HEC to the consultant.

These include Medium Term Development Framework (MTDF-HE/I&II), Project

Appraisal Document (PAD) for Territiary Education Support Program (TESP),

Templates for Annual Reports and Business Plans.

For the purpose of this validation exercise the Disbursement Link Indicator

number ten (DLI#10) has been assigned which urges “Improved Strategic

Management Planning and Accountability in Public Higher Education Institutes

(HEIs)”1. The baselines for this indicator are Business Plans and Annual Reports

prepared by HEIs as per HEC’s Template Format.

1 Project Appraisal Document: p33





The first five year Medium Term Development Framework (MTDF-I) was

launched in 2005 and identified Access, Quality and Relevance as the key

challenges to Territiary education. It has been reported that the “Interventions

introduced by HEC (in 2005-10) have largely been successful as the higher

education sector has experienced an unprecedented expansion and the

improvement in Quality of learning and research during this period”2.

The HEC has planned to concentrate on the sustainability of these gains. But the

areas of focus during MTDF-II (2010-15) are faculty development and quality

Improvement.3 However “measures are to be introduced for promoting innovation

and enhancing integration of higher education section to the society and

community”4 . During the implementation the emphasis would also be on the

internal development of the universities as world-class centers for learning and

research. It is further reiterated to link this development to the society and

industry. The MTDF-II seeks guidance and taking a leaf from the “Vision 2030”5

intends to maximize the potential of universities to serve as engine of socio-

economic development of Pakistan.

The universities in Pakistan do need an efficient governance Model, job related

skills for students and juxtapose the demand of market economy in the context of

subject selection, degree programs and training.

This validation study has following objectives:

i) Review and validate the conformity of Business Plans and Annual Reports

prepared by Universities against the templates provided by HEC6.

ii) Analyse the Matrix of 40 Business Plans and 40 Annual Reports7 as per

the templates and review the do ability of business plans.

iii) Assess the progress of (5) Business Plans of Universities as to whether

the (5) Annual Reports adequately provides forecasts for such plans8. 2 Medium Term Development Framework II (MTDF-II) 2010-15: Higher Education Commission: Pakistan: p4 3 The MTDF-II contains one hundred and four (104) objectives and ninety eight (98) performance indicators spread

over seven (7) chapters. This cannot be compared either with 40 Annual Reports ( Each report contains fifteen

chapters &sixty nine subsections) or 40 Business Plans ( Each plan contains twelve chapters & eighty nine subsections) 4 Medium Term Development Framework-II: p4 5 Planning Commission Government of Pakistan: VISION 2030: Islamabad: 2007 6 Template for Annual Report contains 15 chapters and 69 subsections. A matrix would be prepared for Annual Reports

as agreed in the video conference of April 29/2014 7 Template for Business Plan contains 12 chapters and 89 subsections. A matrix would be prepared for Business Plans

as agreed in the video conference of April 29/2014





Chapter 2

METHODOLOGY AND RESEARCH INSTRUMENTS

This is a third party validation study about the DLI#10 which is part of TESP. This

has been juxtaposed with MTDF/HEC-II which further clarifies the dimension of

validation. The validation has to be done of the “conformity of Business Plans”

against the “Improved Strategic Management Planning and Accountability in

Public Higher Education Institutions (HEIs)”.

In view of the objectives of the validation study mentioned in the previous section

(Introduction & Background) multiple methodologies and research instruments

have been applied. First which consists of the review of key documents provided

by HEC to the consultant. This includes the Project Appraisal Document of (PAD)

for Territiary Education Support Project (TESP), Templates for Business Plans

and Annual Reports, review, analysis, findings and recommendations for the

Business plans of each university. In addition the Higher Education Medium Term

Development Framework I and II have also provided a useful linkage between

the TESP, MTDF-HEC I&II and the Disbursement Link Indicators especially

DLI#10.These documents not only provided the background of Third Party

Validation Study but also the necessary guidance in the different components for

comprehension and analysis. Second was the comprehensive review of SWOT

analysis not only to identify problem or weak areas but also indicate the doabilitiy

of the Business plan where possible. The innovative opportunities in the future

context for improved quality, resources generation, commercial activities through

research and consultancy services were also highlighted. Most of the universities

undertook the SWOT methodology as a serious exercise and perform it with

commitment and professionalism to identify strengths and opportunities and how

to overcome threats and weaknesses. Third was a Response Sheet /

Questionnaire (Annex A) prepared for five universities to be visited by the

consultant but only with 20% weightage. The key purpose of the Questionnaire

was to have controlled response which could be quantified if required. The

remaining 80% information was obtained from Focus Group Discussions. The

sample units have been the office of Deans, Registrar, Directorate of P&D,

8 The consultant requested to kindly provide hard copies of 40 Annual Reports & 40 Business plans. The HEC kindly

accepted the request.





Budget and Finance, ORIC, Quality Enhancement Cell, Academic and Non-

academic Staff Association. Forth, Focus Group Discussions to provide major

part of the Qualitative information. The focus group discussion were open ended

but a Ten brief questions (Annex B) were prepared to keep the uniformity of

asking related questions to different focus group discussants. The major benefit

of this approach was that respondents expressed their views frankly and in detail.

There was no reticence on the part of the FGD participants as they did not give

any written comment. Another positive aspect of this method was that

unexpectedly some key participants were not properly aware or briefed or

participated in the preparation of Business plan. Similarly ORIC, though

established, has been working with very junior staff without regular Director or

other senior person. Sometime extremes views were presented in the FGD but

those had to be carefully synthesized for report writing.

Fifth was the field visit to five universities identified by HEC. This sample was

selected by HEC probably on the basis that, those five universities prepared the

business plan in the stipulated period given to all HEIs. This was the reflection of

their commitment to the preparation of the business plan. The sample should

have included HEIs from the provinces of Sindh and Balochistan. However the

visit to the universities proved to be very useful. The visit to Kohat University of

Science and Technology (KUST) was a challenge to see how the university is

working reasonably well in an extremely uncertain law and order situation. The

access to university and leaving the campus before sunset was required but

students and faculty both braved it.

Sixth and off course very important were the meetings with the TESP team either

face to face or through video conferences. This provided intensive opportunity

both to consultant and client to discuss the issues succinctly to facilitate the work

performance. The frequent exchanges of emails and telephone conversations

have been of great help to complete the assignment as per HEC guidelines. The

discussion and guidance by the senior management was quite useful. Seventh,

finally extremely important method was to prepare a composite report of each

Public Sector Higher Education Institution based on the information provided in

Business plans. Each report contains findings and recommendation. It is





necessary to mention that needs of universities interms of the implementation of

Business plan were different from each others. However few areas need help and

professional support across the board. Some of these are Monitoring &

Evaluation System, relevance of quality and to link it with Higher student

achievement, reluctance in generating funds through innovative approach and

not just enhancing the tuition fee, the intensive efforts required to generate quality

research for operational use also need to be practiced. The internal inconsistency

of the business plans was constant in reporting.





Chapter 3

FINDINGS

These are the findings of the third part validation study (TPV) of the disbursement

link indicator number ten (DLI#10) which is part of the TESP. The key objective of

the study has been to “validate the conformity of the Business plans” prepared by

the universities. About 90% of the Business plans were launched in June 2013.

The methodology has been explained earlier. However these findings are based

on several documents and resources namely the Business plans and composite

report of each plan prepared by the consultant, Annual reports and Matrix

analysis of both Business plan and Annual reports. Findings are as follows.

1. Analysis of Business Plan

The efforts made and the time spent in preparing the Business plans by each of

Higher Education Institutions (HEIs) in the public sector under this study need

appreciation and support for the hard work and good performance. The 25 HEIs

followed more than 80% of the guidelines of template provided by HEC which

contains Twelve Chapters with several sub-components. All of the Business

plans reflected the future targets and projections for the next five years by each

university. Hence the business plans is basically a development plan for five

years like the National Five Years Development Plan. The efficacy of the

business plans have been analyzed to determine the capacity of each university

to achieve the laid down objective in the form of projections on annual basis.

Although the template was prepared with lot of efforts but it went into certain

general as well as micro details which gave an impression that a research paper

has been prepared. It was made an academic exercise whereas the preparation

of Business plan would have been an operational activity and not a static

document. However HEC made very sensible choices by highlighting key areas

based on the TESP objective. Those areas include Faculty Development,

Research, Budget & Finance, Quality of Education, SWOT Analysis,

Establishment and Performance of ORIC, International linkages, Marketing and

Commercialization activities.

It seems that the key stakeholders of the universities were not properly briefed /

trained about the purpose of the business plan and why and how it was a crucial





input from the universities to achieve the overall objectives of the TESP and

certainly to raise the quality of higher education and make it as much possible

and closer to world class standards. The other possibility is that the universities

did not fully comprehend the importance of the business plan and took it as a

routine exercise or information gathering exercise to satisfy the demand of HEC.

The third possibility is that the professional guidance to prepare this operational

document was neither available with universities nor provided to them. Hence

they could not focus the components / areas of real importance of the business

plans.

2. The Quality of Education

The quality of education is a complex preposition. The perceptions and

understanding has been divergent on this issue. It needs clarity and specificity

which was missing while preparing the business plan. Some related the quality

issue with buildings and infrastructures, air conditioned rooms and laboratories,

some others have been inclined to link it with increased enrollment and some

others seem to be of the opinion that enhanced amount of money would

intrinsically improve the quality of education. However there is a need to clarify

the concept. The quality is directly proportionate to student achievement. If the

student scores have improved it means the quality is improving. But there are

four key elements or indicators identified internationally for the quality

improvement. First is the curriculum revision / modification / modernization.

Curriculum revision is a slow process and complex one. It takes a cycle of about

three years if done efficiently and properly. But this is continuous and not static

exercise. Second is the teaching learning resources which could mean

compulsory readings, Reference Books, Teaching Material juxtaposing the

revised modernized curriculum. Third indicator is the teachers, their training

based on the new curriculum and accordingly the Text and Reference Books.

How much research has been done? The quality of research itself, Is it only basic

or operational, published or unpublished etc. This directly relates to faculty

development, concurrent training and obtaining Ph.d. degrees. Fourth is the

method of evaluation which could be multiple and varied and combination of

different approaches. These are the four key elements but not absolute and





comprehensive. The access indicators of building, enrollment, fee structure are

usually mixed with quality indicators.

Most of the universities emphasized on the number of publications. The higher

the published number the better it is for appointment, promotion and recognition

of faculty members. The publication in impact factor journals by the faculty

members is substantial. But most of it have been on low impact factor journals.

As a result and despite the sincere efforts of the universities to improve standard

of education the ambiguity somewhat created uncertainty and hindrance. There is

increased potential in the universities to overcome this limitation to raise the

standard of education but a composite and comprehensive program needs to be

launched by each university.

It is worth mentioning that curriculum modernization and revision have been

given least importance in all the business plans with very few exceptions.

Similarly the faculty development did not get sufficient importance and attention

whereas the enrollment is surging and number of degree programs multiplied in a

short span of few years. Degree programs are offered in two to three shifts. It is

good that issue of access is being addressed. But where do they get the properly

qualified and trained faculty to teach and guide students. Even M.Phil and Ph.d.

programs in Physical Sciences, Information Technology and Engineering are

offered in abundance. Some restrained is required in this context unless the

properly qualified faculty is available.

3. Program Financing

The program financing is one of the key objectives of the TESP, which does not

mean money supply by the World Bank for university programs. It clearly

delineates that improved fiscal sustainability and expenditure effectiveness and

strengthening of governance and management would be the key elements. The

key issues raised is the fiscal sustainability which means that universities need to

generate and manage financial resources and sustain the institution with least

dependence on the government funding. However resources generation has

obtained necessary importance in the business plan but specific and focused

programs have been missing in the business plan for this purpose. Fiscal





sustainability is not just the resources generation by the university but equally or

perhaps more important is the expenditure control.

The universities have historically been run with the government funding mostly

from the federal budget. The provinces made a negligible contribution to the

universities in the respective provinces. The provinces are the beneficiaries of the

existence of universities in their province but without taking any financial

responsibility. This is dichotomy which needs to be corrected. It is a political issue

and involve federal and provincial relations.

But university as well established entities cannot be absolved of generating

resources. However this is happening casually for three main reasons.

First, university as a public sector institution inherently and is convinced that it is

the responsibility of the government to provide funds. HEIs do generate funds

from tuition fee and other means and substantial amount is available. But

universities spend that money mostly on recurring side and not for development

purposes of the university. As an example a large number, sometime

unnecessary, of lower staff on daily wages are hired and certain other

unnecessary expenditure. This mind set has to be changed of the Senior

Management of the university only then it would permeate in the support staff and

other officials of the university.

Second, there is lack of sufficient clarity about the purpose of resource

generation. It has been considered by the universities as a burden as opposed to

independence on government dependency. Most of the universities can generate

sufficient resources to run the university with minimal financial support but it is

considered a huge responsibility for which the senior management is not ready to

accept it.

Third, the complex accounting system is another problem. The funds coming

from different resources have to be accounted for and kept in different heads and

then maintain it as per the financial and audit rules of the government. This

means more work and responsibility on the office of Accounting and Budget. Still

there are several universities not fully benefiting from the computerized /

electronic system.





4. Governance and Management Planning

There has been no uniform governance system for HEIs. The intra-institutional

variations exist but do not reflect any comparative advantage. Although the each

business plan mention an elaborate institutional existence in the form of Senate,

Syndicate, Academic Council, Board of advanced studies and many Committees.

But the governance demands such management planning which is Accountable,

Transparent, Participatory and Predictable. “Ineffective governance and

management structures and practices” were at the top of the list of “longstanding

maladies afflicting higher education in Pakistan and the most important reasons

for declining standards of higher education” (Findings of Higher Education

Taskforce in 2000).

In the existing university administrative structure there is no established

accountability system. Financial audit is being considered the most important part

of accountability. But academic accountability is missing and so is the decision

making by senior management. Another key element is transparency. Although

the governing body and executive management do exist in the universities but

how much the transparency is practiced raises a big question. It is difficult to

change the mind set of sharing authority in transparent manners. The guidance

by the Vice-Chancellor is necessary not only as the Chief Accounting officer but

also as the leader of the Executive Management. There is lack of participation of

stakeholders in decision making in the universities. The involvement of

stakeholder such as community leaders, philanthropists, industry specialist,

academicians and alumni are a Sin quo Non of modern governance to help in

Strategic Management.

Generally there is lack of an effective vision and strategies to produce quality

graduates. The quality maintenance processes is either quite weak or non-

existence.

In some of the universities fiscal efficiency is reasonably well practiced in the

context of economic growth and cost control. But the number of these institutions

is too small. Most of the universities are reluctant to promote economic growth

which would minimize financial dependency on the government. There is lack of

financial transparency despite the practice of cost control.





Despite many efforts made by the government and universities to expand,

promote and excel in higher education but still there is lack of ownership of higher

education by the community, private sector and public at large. Although the

other levels (i.e. primary, secondary or higher secondary) are not much different

on the scale of ownership.

The template of the business plan has allocated chapters to expand university –

industry interaction. The new office of Research, Innovation and

Commercialization (ORIC) have also been established but this area is still quite

weak. It has lot of potential which has not been developed.

Similarly the business plan intends to encourage and establish relationship

between the communities and the universities. However not much progress has

been made in this respect.

Most of public sector institutes of higher education have been administered

through a centralized controlled system. This tradition was practiced inherently

with the universities established earlier. But this practiced was somewhat

challenged in 1960’s when the disciplines of public and business administration in

Pakistan were started in late 1950’s. The Institute of Business Administration in

Karachi and Department of Public Administration in Punjab University were

established. This institutionalization was the milestone for the change of mind set

from Administration to Management. In addition the advances in information and

communication technology have provided new avenues for rapid expansion in the

provisions of the universities. This change demanded and questioned the quality

of education, faculty development, low enrollment, total dependency on

government, lack of operational research, no linkages with industry and

commercial activity, teaching methodology and need for curriculum revision.

5. Faculty Development

Faculty development is a core area to enhance the access and improve the

quality of education. Thus the faculty advancement and training is both on access

as well as quality indicators, hence its importance increases many times

compared to any other indicators. But the faculty development is not limited to

obtaining higher degree alone but it extends to terminal qualifications of faculty





members, publications in referenced journals, international recognition, grants

won by them and teaching evaluation by students. This package is not limited

only obtaining to M.Phil and Ph.d. degrees. The business plans thinly tried to

cover some of these aspects but not with sufficient focus and relating it to the

Quality of Education.

The Business plan only focused on increasing or rather doubling the number of

existing faculty members in the next five years. How this would be achieved

remains a big question. There was no special fund allocated for this major activity.

It was mostly expected that government would provide scholarships for sending

the teachers abroad to obtain MS/M.Phil/Ph.D degrees. Despite the fact that

many public sector universities offer all these programs in abundance on regular

basis. But the tendency to depend on the government funding for foreign training

remains a priority.

The business plans does not provide much information regarding the efforts by

already trained faculty to be involved in planning and implementation of training

programs in pedagogy, research, testing, communication, academic planning and

management, learner’s psychology, teaching practicum, micro teaching and such

other skills.

The incentive schemes to encourage and promote faculty development has been

mentioned in the business plan by some universities. The most important has

been the appointments on Tenure Track system (TTS). This has substantially

raised the income of university teachers but there has been no significant

indication and its composite positive affect except the number of publications has

increased substantially. In the HEIs in the public sector included in this study

about 500 tenure track faculty has been appointed to promote and reward

excellent practices of teaching and improve its status and recognition. However

the innovative approaches and modern methods of teaching and research has

not been significantly adopted. Hence on average the percentage of faculty

members in universities with terminal qualification is still 50% or less. Similarly

the number of Ph.d. students per faculty members needs to be rationalized.





The business plan with few exceptions, mentioned some short courses for

enhancing the subject knowledge. Two more points also deserves to be

mentioned. First is the opportunity of split degree programs for Ph.d. have almost

been missing in business plan except few HEIs. Second that the percentage of

university teachers undergoing the in-service training program other than

M.Phil/Ph.d. is extremely small.

6. Financial Sustainability

The template for the Business plan of chapter 10 is the most comprehensive and

detailed but the information provided by the HEIs is scanty and insufficient. Most

of the information provided in this chapter is about the revenue generation on

annual basis and the expenditure incurred during the same financial year. The

advantage of this information is that the annual deficit or surplus amount in the

budget was dominantly transparent.

The weakest part of chapter number 10 of the business plan was about Financial

sustainability and entrepreneurial drive. Almost all the universities provided

information about income expenditure statement and cashflow statement.

However very scanty or no information by the universities were provided about

i) Maintain financial bed ii) long term investment iii) Adopting and maintain

entrepreneurship culture. Similarly information was missing about products

commercialization, university facilities can be franchised and marketed both

locally and internationally, outcome of research can be commercialized.

This is the reflection of a mind set that the universities still want to work in

academic isolation and not bold enough to take initiatives for resource generation

and financial independence. But the question of financial sustainability still

remains important.

The business plan demonstrates that 80% or more universities generate about 50%

of resources for recurrent expenditure generated through fees and other sources

than the government grants. But for the Development Expenditure with very few

exceptions the entire finances have been provided by the federal government.

Universities are reluctant and weak in fund raising for the institution, don’t fully

engage the stakeholder to invest in building the universities and assume a





leadership role in the community for the advancement of the universities. For this

the universities need to develop financial and business plans. It seems that

perception of the university management and faculty is that it is not their job to

involve in resource generations other than conventional way to collecting different

categories of fees from students.

In the projection of the business plan universities want to do many things

including enrollment surge, new programs, enhanced infrastructure, hiring more

faculty members but what they want to achieve and how? Is it only the growth in

the present set up? What they want to do for modernization and advancement? If

so then they have to go for innovation and change. The need to undertake the

strategic review of their assets and investment plan for those assets. They used

to accept certain successful international models where strong leadership,

strategic planning and management and financial sustainability are the

prerequisites. It is necessary to have strong commitment to built capacity for fund

raising and university advancement. The second part of financial sustainability is

the prudent spending and fiscal control.

There is dearth of experienced professional in the universities in this field of

financial management and sustainability. Also the private funding for public

higher education is a challenge which needs to be addressed upfront and create

confidence in the private sector that investment in public sector higher education

is still an open field. This long term investment in universities can bring rich

dividends. HEC needs to provide not only leadership but arrange professionals

for the universities in resources generation and financial sustainability. The

professional standards and ethical behavior need to be established alongwith

efficient and effective management system to win the confidence of private sector

to invest in public sector higher education.

The financial management and accounting system need to enhance transparency,

quality and reliability of financial information and timely reporting. In this regard

efforts are on going to introduce and establish New Accounting Model (NAM) for

which Accounts office need training and professional support. There is another

initiative of public expenditure tracking system (PETS). In addition the planning

commission has also developed a project Monitoring and Evaluation System





(PMES) for the entire Public sector development program (PSDP) inclusive of

higher education.

7. Monitoring and Evaluation

The monitoring and evaluation has been mentioned quite frequently in Business

plans and several other documents. The key purpose of this tool is to measure

the performance of an institution or organization like a university, against certain

activities (That is for monitoring) and against objectives (That is for evaluation).

Hence the activities and objectives have been the focus of M&E system.

The monitoring of the universities in the public sector is facilitated by evaluation

of their economic and financial performance. Economic monitoring relates to the

effectiveness of policy formulation and implementation and efficiency resources

use. Financial monitoring covers accounting system for expenditure control and

internal and external audit. Similarly the Academic Monitoring and Evaluation is

also an important element / area within the universities.

Although there has been no separate chapter allocated in the business plan

template but the subject of M&E has been often been referred in the business

plan prepared by the universities. Most of the public sector HEIS have provision

and made efforts for M&E but none of the universities have any system in place

of Monitoring & Evaluation.

Most probably it is not be lack of will or desire to shy away from M&E, but

perhaps it is that lack of professional support and expertise in this difficult, though

often referred, area of monitoring and evaluation. If proper system is established

in the universities it would help transparency in decision making about different

policies and sectors of the universities, reduces uncertainty and can help to

minimize the resources wastage. Here the resources are meant all the facilities /

assets of the university. Time is a big resource, so is the university building,

faculty and all other things.

The key purpose to establish and implement the Monitoring & Evaluation system

would be to deliver services in such a way that appropriate benefits accrue to

students and all other stakeholder in the service and support of the university.





The linear projection model have been used in most of the business plan for

projecting student enrollment during the next five years. The big assumption is

that the situation in the country and around the university would remain same

which means that the flow of funds from the government would remain constant

or increasing. But the whole exercise of business plan is a lesson or indication

that finances are squeezing with the government and sector is expanding hence

the universities need to change this mind set and generate resources through

innovative means and commercialization. The public private partnership is one

such instrument which would help generate and sustain resources for the

university. The private sector would only invest if the transparency and

accountability properly established and followed. That is why the establishment

and implementation of Monitoring and Evaluation system is not only necessary

but imminent especially is the public private partnership for public sector

universities.

8. Matrix Analysis

Some findings of Matrix Analysis are given below:

i) About 80% of the university / higher education institute included in this

study followed the contents of the template of Business plan as

provided by HEC.

ii) The remaining 20% of the universities deviated about 10% the contents

of the template.

iii) About 64% of the universities provided the relevant material against the

topic given in the content.

iv) About 13% of the bigger universities deviated or inclined to deviate

from the contents of the template as against 7% of smaller universities/

institutes.

v) In the context of quality the weakest information was provided in the

areas of faculty development, curriculum revision / modernization,

teaching methods, reading material.

vi) On the financial side the component of financial sustainability

contained the weakest information and dependence on the government

for funds remained constant.





vii) Innovation, commercialization, resources generation and community

activities could not get necessary attention by the universities.

viii) Expansion programs took the priority over consolidation hence the

quality was the areas of focus.

9. Findings of Some Individual Universities

The above mentioned findings are composite for the HEIs collectively. But the

findings and recommendations of each HEIs are identified individually also.

Those have been given in the separate report at Annexure III. For the purpose of

variation and clarity individual findings of some universities without identify them

are presented here. The recommendations against these findings of individual

universities are also given under each university at Annexure III.

University One:

i) Financial control and prudent spending has been performed very well.

Similarly the emphasis on Research by the university need recognition.

SWOT analysis has been done professionally and clearly identifying problem

areas and opportunities.

ii) There is lack of internal consistency in report. The information / data varies

for the same year at different places in the Business plan.

iii) ORIC has not been established and performance of e-governance clearly

related to ICT is poor.

iv) The linkages with Industry and community does not find any place in the

Business plan.

v) The incentives provided for faculty is good but no plan or program exist for

faculty training.

vi) Some of the projection are lofty which include faculty hiring of 100 Ph.d.

degree holders, achieving e-governance from 5% to 100%, and enrollment

figures etc.

University Two:

i) The preparation of Business plan warrants a serious effort which is missing.

ii) SWOT analysis is done casually. The two important areas of Research and

Faculty development are not of significance in the report.

iii) Distance Education and Modular approach in health education are innovative

efforts hence need further development.





iv) Financial resources is not a problem area and University has managed the

financial control well.

University Three:

i) This 221 page document is more of a student catalogue than a Business

Plan. It could have been better prepared within less than half of its volume.

ii) The faculty development has been highlighted as a problem area but no

specific or comprehensive plan is provided for this purpose.

iii) Similarly research efforts have been considerably lagged behind.

Publications and use of research for industry and community is lacking.

iv) ORIC is not established and it does not find any reference in the Business

Plan.

v) The issue of quality has been raised but how to address it is the main

question.

University Four:

i) SWOT analysis has not been properly done because it did not find any

significant areas of opportunities and weaknesses / threats.

ii) There has been discrepancies in information specially figures. There is lack

of internal consistency in some places.

iii) Some information has been repeated many times and often with variation.

iv) The linkages with community is negligible. There has been no programs or

activities mentioned in the business plan for community outreach.

v) Publication of research papers in Impact factor or Indexed journal is not given.

University Five:

i) The number of faculty members with Ph.D degree is 30% which is modest.

The balance between social sciences and physical sciences (Basic, Pure,

Applied) with Ph.d. faculty is heavily tilted towards the physical sciences. This

policy still continues.

ii) The brain-drain of faculty members and insufficient opportunities for further

training would make the faculty projection quite unrealistic.

iii) The heavy dependence of the university on the government for funding is not

going to be fulfilled.

iv) University is located in the industrial hub of the country with enormous

commercial and research opportunities which has not been effectively

pursued.





University Six:

i) Lack of any plan or program for the in services faculty members and no

incentives to continue serving the university has been given. Hence the

university has not been able to retain the qualified faculty specially with Ph.d.

degree.

ii) Despite large faculty with many laboratories the university has not been able

to develop any substantive linkage with industry for commercialization.

iii) Poor coordination between and among the different departments and centers

in sharing and utilization of resources which results in duplication of efforts

and wastage of resources.

iv) Such a large university with huge enrollment, brand name, oldest institution

established in the 19th century, generates considerable resources just from

registration and tuition fees but still asking government most of the time to

provide more money to the university is not justified.

University Seven:

i) Report is not internally consistent in providing information about different

sections. The data varies of the same component on different pages.

ii) Despite the establishment of ORIC the commercialization activities have not

been promoted. Private sector has been perceived as a threat.

iii) Increased student enrollment, opening another campus and enlarging

infrastructure support do not improve the quality of education.

iv) Faculty development program and the quality of degree programs are the

issues which need special attention.

University Eight:

i) Aging faculty is matter of concern especially when the Ph.d. degree holder

are scarcely available for replacement.

ii) Gap between student education and job market needs to be addressed

through curriculum revision.

iii) Lack of integrated use of resources and generation of commercialized efforts

must be addressed.

iv) Information gaps specially revenue generation by the university need to be

mentioned.

v) Stereotyped views that it only imparts religious education, it is conservative

and its degree is not much respected in the open market.





Chapter 4

RECOMMENDATIONS

1. Need for Operational Plan

Business plans have been prepared with lot of efforts depending on the capacity

and expertise of each public sector institutions of higher education. But the

business plans are not operational documents. The information gathering was

enormous to satisfy the need of template with micro detail hence the focus was

lost. It is recommended that each of the public sector Higher Education Institution

prepare an Operational Plan which should not be more than 10 to 15 pages. The

areas of focus need to be limited and succinct but outcome oriented. This

exercise would not take more than two weeks if the university management is

properly briefed and guided. The key objective is to prepare an implementation

program for not more than three years.

2. Quality of Education

The quality of education is linked with curriculum and modernization / revision,

faculty development, compulsory readings and methods of evaluation. The

universities are quite weak in curriculum revisions and modernization which has

been reflected in the business plan. It is recommended that each department of

the university should prepare a program for curriculum modernization to be

completed within three years. The HEC has to provide professional support

because curriculum modernization is a complex and technical field. Similarly a

faculty training program and not a plan should also be prepared keeping in view

resources availability.

3. Programme Planning

The tendency to go for over ambitious programs without adequate support

system and arrangement to deliver creates problems and frustrations. It is

strongly recommended to rationalize this approach. The business plans of

majority of universities mentioned degree program from BS to Ph.d. level in

several different fields of Engineering, Accounting, Information Technology and

Management Sciences whereas the available faculty is clearly unable to deliver it.

Competition is good if it remains within certain parameter of efficiency,





effectiveness and delivered without compromising quality. It is recommended that

funds should be utilized with financial transparency and self regulation as a key

element of corporate governance. The self regulation creates a system of checks

and balances not limited to finances but also determines the level of control of

Senior Management in transparent manner.

4. Corporate Governance

The information generated in the business plans remain an elusive targets.

Universities are corporate bodies and have to strike a balance between corporate

governance (revolves around financial transparency and expenditure control) and

academic excellence (High student achievement and pro-active learning

environment). It is recommended that HEC organize short training courses of 2 to

3 days for the vice-chancellors, Deans, Registrars and Treasurer. These courses

should be held in all the provinces and these officers of the senior management

level must attend these courses without exception. The focus of these courses

would be on corporate governance and strategic management. This training

should be institutionalized at two levels. One for the senior management at the

premises of HEC. It is recommended strongly that a “Center for Governance and

Strategic Planning (CGSP)” must be established at HEC Headquarters for this

purpose. For the training of managers at the middle level includes Directors,

Professors and other associated with the Administration setup need also

institutional arrangement. There is an urgency and need to establish “Directorate

of staff development” only in ten big universities throughout Pakistan which would

provide training in management, resources generation, middle level planning,

monitoring and evaluation etc. The province of Punjab has established such a

Directorate as DSD but this is for the training of middle level managers of school

system.

5. Faculty Development

As the funding resources are squeezing specially the foreign exchange which is

required for foreign training. Hence the faculty development should focus on split

Ph.d. degree programs. Universities should launch incentive schemes to

encourage non-Ph.d. faculty to enroll and obtain Ph.d. degrees. For this purpose

generous study leave with pay, decrease teaching load, continuity in service





without effecting seniority, provide rewards for outstanding performance as Ph.d.

scholar, guidance of senior faculty members and so on must be provided. There

are both public and private sector universities which offer Ph.d. degree programs

in various discipline and sophisticated branches of those disciplines at a much

lower cost compared to foreign universities. This opportunity should be availed.

6. Financial Sustainability

It is recommended to identify areas of specific interventions in Financial

Management, budgeting, Accounting policies and procedures, financial reporting

and audit effectiveness specific to university needs. It is not necessary to follow

the government New Accounting Model (NAM) or Public Expenditure Tracking

System (PETS) because the perception of government for financial sustainability

is diametrically different compared to the universities. Government can increase

the price of petrol, raise electricity charges, increase taxes all without improving

any service delivery and without any fear of lash back. If the universities follow

this poor and inefficient model the results would not be different which means a

financial mess not financial sustainability.

It is strongly recommended that successful and financially sustainable models of

some foreign universities should be studied then modified as per our needs and

adapted. For resources generation and expenditure control, the HEc has taken

several initiatives. The office of the ORIC to be further strengthened.

7. Monitoring & Evaluation

Although there has been no separate chapter in the template of business plan but

Monitoring & Evaluation has become an integral part of all the policies, plans,

program and projects. There has always been a need and important role of M&E

assigned in each project. It is strongly recommended that HEC should design and

develop a uniform project Monitoring & Evaluation System for all the public sector

universities. This system should be launched in the universities because the

information has to come from them. The same information should be provided to

the centralized system established at HEC. This would all be done electronically

on the internet. This would track the progress of all components of the project

inclusive of finances. The key purpose is to measure the results. If you do not

measure results you cannot tell success from failure. If you cannot see success





you cannot reward it. If you are not rewarding success you are probably

rewarding failure. If you cannot see success you cannot learn from it. If you

cannot recognize failure you cannot correct it. If you can demonstrate results then

the project is declared successful9.

9 Khawaja Sarfraz, Good Governance and Result Based Monitoring, Islamabad, Poorab Academy, 2011)





Chapter 5

CONCLUSION

The templates of the Business plans as provided by HEC were followed by 80%

of the universities/higher Education Institutes. However the remaining 20% of the

universities deviated to a varying degree from the contents of the template.

The validation exercise of the Business plans as arranged on the basis of the

terms of reference of DLI # 10 has been accomplished by the HEC through the

services of an Individual consultant.

The public sector Higher Education Institutions (HEIs) despite financial

constraints, limited availability of qualified and trained faculty and uncertain law

and order situation have performed well. The enrollment surged, publications

enhanced in impact factor journals, introduction of multi-discipline programs and

reasonable performance in Financial management and expenditure control all

these indicates, that the potential of advancement is not lacking. However the

universities do need professional support in some technical areas and need

perceptive leadership.

Expansion program took the priority over consolidation. Resources generation,

financial sustainability, commercialization efforts, curriculum modernization and

community activities did not get sufficient attention. Despite variations about 70%

of the Business plans were rated as doable.

About 90% of the Business plans were launched in June 2013. It was too

ambitious to expect outcome of these plans in April / May of 2014. However the

Present and Potential Situation was appropriately mentioned in the Business

plans prepared by universities.





ANNEXURES

Annexure A: Questionnaire / Response Sheet Annexure B: Focus Group Discussion Points Annexure I: Matrix Analysis of Business Plans of Higher Education

Institutions (HEIs) Annexure II: Matrix Analysis of Annual Reports of Higher Education

Institutions (HEIs) Annexure III: Reports on Business Plans of Higher Education Institutions

(HEIs) Annexure IV: Report on Progress against Business Plans of Higher

Education Institutions (HEIs) visited by Consultant





Annexure A


IMPROVED STRATEGIC MANAGEMENT PLANNING AND

ACCOUNTABILITY IN PUBLIC HEIs

Response Sheet

Prepared by:

Sarfraz Khawaja* Ph.D. (University of Missouri, Colombia, USA)

Individual Consultant

Instructions:

1. Do not identify yourself

2. Please respond every question with a tick mark ()

3. Write the name of your institution _______________________________________________________

1. Annual Reports adequately reflects the activities of the

University

Yes No

2. Annual reports have been prepared according to the templates

provided by HEC.

Yes No

3. The business plans sufficiently cover the future plans of the

university.

Yes No

4. The business plans have been prepared pragmatically to

achieve laid down objectives.

Yes No

5. The business plans provide / reflects the implementation plan

in the Annual report.

Yes No

6. The annual reports adequately provide the achievement of

business plans.

Yes No

7. Planning Directorate can successfully implement the business

plan.

Yes No

8. University can generate enough financial resources to achieve

the targets of business plan.

Yes No

9. Business plan adequately explain the chapters and subsections

of the templates provided by HEC.

Yes No

10. Annual reports sufficiently cover and explain all the chapters

and subsections of the template provided by HEC.

Yes No





11. Financial implications 2011 (Pak Rupees)

2012 (Pak Rupees)

2013 (Pak Rupees)

Total Revenue

Total Expenditure

Government / HEC grants

University generated Resources

* CONTACT INFORMATION

Dr. Sarfraz Khawaja (Individual Consultant)

Email: [email protected]

Cell: 0333 4357675





Annexure B



ACCOUNTABILITY IN PUBLIC HEIs

Questions for Focus Ground Discussion

1. What steps have been taken by the University for Improving Strategic

Management, Planning and Accountability?

2. What are the focus areas of Medium Term Development Framework

(MTDF/HEC-II) and how those can be developed / achieved by the University?

3. The Business Plan juxtaposes the priorities of MTDF II and Territiary

Education Support Program (TESP) for quality improvement.

4. Internal Monitoring Mechanism has been established in the management

system of the University for financial control and reflected in the Business

Plan.

5. University has been making efforts to consolidate the gains MTDF/HEC-I and

also plan and implement the objectives of MTDF II.

6. University Research and the other activities are linked with the needs of

community so that the benefit of tertiary can accrue to adjoining areas. The

programs and projects should develop linkages with industry.

7. Efforts are being made to generate more resources for new programs

through different planning and program strategies.

8. University governance is improving with better transparency in decision

making, financial and administrative accountability and participatory

managerial efforts.

9. Annual Report covers the development and recurring programs of the

University to achieve the overall vision and objectives of the university.

10. Concerted efforts are being made to promote commercialization efforts so

that resources would be generated for improving the quality and vastness of

the programs.


ACCOUNTABILITY IN PUBLIC HEIS

DRAFT

Annexure-I

MATRIX ANALYSIS OF BUSINESS PLANS OF HIGHER

EDUCATION INSTITUTIONS (HEIs)




January 28, 2015 Page | i

REPORT ON MATRIX ANALYSIS

Introduction:

It has proved to be a useful exercise because it clearly identified as how much

each university / Higher Education Institute followed the template provided by

HEC in writing the Business Plan and Annual Report.

Methodology:

The methodology for this analysis was unique in the sense that the contents of

template of Business plan and Annual reports provided by HEC were Juxtaposed

with the contents of the actual report prepared by the university. This interface

indicated what percentage of universities followed the format. The next part of the

methodology was to look at the actual material written against the topic of the

content. This was done to ascertain whether the actual writing was in accordance

with the requirements of template or the material was not relevant to the content

mentioned in the template. The next step of the methodology was to calculate

overall percentage of performance on the basis of information / data generated

through this methodology. The final step was that the performance against the

template was been shown in red and green circles. The red circles indicate that

the university did not follow that component of the template and the green circle

shows the positive sign.

Findings:

(i) About 80% of the university / higher education institute included in this

study followed the contents of the template of Business plan as

provided by HEC.

(ii) The remaining 20% of the universities deviated about 10% the contents

of the template.

(iii) About 64% of the universities provided the relevant material against the

topic given in the content.

(iv) About 13% of the bigger universities deviated or inclined to deviate

from the contents of the template as against 7% of smaller universities/

institutes.




January 28, 2015 Page | ii

(v) In the context of quality the weakest information was provided in the

areas of faculty development, curriculum revision / modernization,

teaching methods, reading material.

(vi) On the financial side the component of financial sustainability

contained the weakest information and dependence on the government

for funds remained constant.

(vii) Innovation, commercialization, resources generation and community

activities could not get necessary attention by the universities.

(viii) Expansion programs took the priority over consolidation hence the

quality was the areas of focus.

M atrix Analysis of Business Plans of Higher Education Institutions

Air University,

Islamabad

Bahauddin

Zakariya

University,

M ultan

BAHRIA

UNIVERSITY

ISLAM ABAD

Balochistan Univ

ersity of

Information Tec

hnology Enginee

ring and M anag

ement Sciences

(BUITEM S)

Centre of

Excellence in

M olecular

Biology

(CEM B)

COM SATS

Institute of

Information

Technology,

Islamabad

Dow

University of

Health

Sciences

Karachi

Fatima Jinnah

Women

University,

Rawalpindi

Government

College

University

Lahore

Chapter1:Introduction

Vision, mission and Goal

Chapter 2: Governance and Ownership

2.1:Governing Authorities and their role

2.2:Management Structure

2.3:External relations and development

Chapter 3:Environmental Scan

3.1:Education sector in Pakistan (Higher education perspective)

3.2:Competitiveness of Universities/ Institutes

3.3:Competitors; Public and Private Universities/ Institutes

3.4:Application of SWOT tool

3.5:Universities/ Institutes Assessment tool

Chapter 4:Academic Program

4.1: The introduction of new programs and the expansions of existing ones

4.2:Curriculum (Review of existing and new ones)

4.3:Method of delivery

4.5:Recognition and certification

4.6:Research

4.7:Partnership and Outreach

4.8: Under Graduate Program

4.8.1: Strengthening the under graduate program

4.8.2: Attracting quality under graduate students

4.9: Post Graduate Program

4.9.1: Strengthening the post graduate program

4.9.2: Attracting quality post graduate students

4.10: Doctoral Program

4.10.1: Strengthening the doctoral program

4.10.2: Attracting quality doctoral students

Chapter 5:Students

5.1:Academic nurseries (Schools and colleges)

5.2:Academic discipline

5.3:International students

5.4:Support services for students

5.5:Projected statistics for the students

Description / Contents

Sheet 1 of 20



















4.6:Research











Chapter 5:Students







Government

College

University,

Faisalabad

Hazara

University,

KPK

HEJ Institute

of Chemistry

(ICCBS)

Institute of

Business

Administratio

n Karachi

Institute of

M anagement

Sciences,

Peshawar

Institute of

Space

Technology

International

Islamic

University

Islamabad

Islamia

University of

Bahawalpur

Khyber

M edical

University

Peshawar

Sheet 2 of 20



















4.6:Research











Chapter 5:Students







KOHAT

UNIVERSITY

OF SCIENCE &

TECHNOLOGY

Lahore College

for Women

University

M ehran

University of

Engineering

and

Technology

Jamshoro

National

Centre of

Excellence in

Geology,

University of

Peshawar

National

University of

Sciences and

Technology

(NUST),

Islamabad

NED

University of

Engineering &

Technology

Pakistan

Institute of

Engineering

and Applied

Sciences

Pir M ehr Ali

Shah Arid

Agriculture

University

Rawalpindi

QUAID-I-

AZAM

UNIVERSITY

Sheet 3 of 20



















4.6:Research











Chapter 5:Students







Shaheed

Benazir Bhutto

Women

University,

Peshawar

Sukkur

Institute of

Business

Administratio

n

University of

Agriculture,

Faisalabad

(UAF)

University of

Agriculture,

Peshawar

University of

Azad Jammu &

Kashmir

University of

Balochistan

Quetta

University of

Engineering

and

Technology,

Lahore

University of

Gujrat

University of

Health

Sciences

(UHS) Lahore

Sheet 4 of 20



















4.6:Research











Chapter 5:Students






Description / Contents University of

M alakand

University of

Science and

Technology

Bannu

University of

the Punjab

Lahore

Sheet 5 of 20


Air University,

Islamabad

Bahauddin

Zakariya

University,

M ultan

BAHRIA

UNIVERSITY

ISLAM ABAD

Balochistan Univ

ersity of

Information Tec

hnology Enginee

ring and M anag

ement Sciences

(BUITEM S)

Centre of

Excellence in

M olecular

Biology

(CEM B)

COM SATS

Institute of

Information

Technology,

Islamabad

Dow

University of

Health

Sciences

Karachi

Fatima Jinnah

Women

University,

Rawalpindi

Government

College

University

Lahore


Chapter 6:Research and Consultancy

6.1:Inculcating the research and consultancy culture

6.2:Revenue generated from research and consultancy

6.3:Management support for research and consultancy

Chapter 7:International Academic Network

7.1:Strategic Linkages with the Universities/ Institute of repute around the globe

7.2:Academic program

7.3:Students exchange program

Chapter 8:Infrastructure and facilities

8.1:Planning for infrastructure and facilities

8.1.1:IT labs

8.1.2:Laboratory and workshops

8.1.3:Academic facilities (Lecture rooms/ theatre/ hall)

8.1.4: Library

8.1.5:Recreational facilities

8.1.6:Family accommodation and support services

8.2:Information and Communication Technology (ICT)

Chapter 9:Human Resources

9.1:General human resource policies

9.2:Recruitment and retention policies

9.3:Growth and development (HRD)

9.4:Performance management

9.5:Remuneration and benefits

9.6:Projection of staff

9.6.1:Projected number of academic staff

9.6.2:Projected number of PhD holders

9.6.3:Projected number of administrative staff

Chapter 10:Finance

10.1:Background (Existing resources and financial position and plans)

10.2:Sources of income

10.2.1:Student fee

10.2.2:Income from investments

10.2.3:Miscellaneous income

10.2.4:Income from strategic business units

Sheet 6 of 20













8.1.1:IT labs



8.1.4: Library














Chapter 10:Finance



10.2.1:Student fee




Government

College

University,

Faisalabad

Hazara

University,

KPK

HEJ Institute

of Chemistry

(ICCBS)

Institute of

Business

Administratio

n Karachi

Institute of

M anagement

Sciences,

Peshawar

Institute of

Space

Technology

International

Islamic

University

Islamabad

Islamia

University of

Bahawalpur

Khyber

M edical

University

Peshawar

Sheet 7 of 20













8.1.1:IT labs



8.1.4: Library














Chapter 10:Finance



10.2.1:Student fee




KOHAT

UNIVERSITY

OF SCIENCE &

TECHNOLOGY

Lahore College

for Women

University

M ehran

University of

Engineering

and

Technology

Jamshoro

National

Centre of

Excellence in

Geology,

University of

Peshawar

National

University of

Sciences and

Technology

(NUST),

Islamabad

NED

University of

Engineering &

Technology

Pakistan

Institute of

Engineering

and Applied

Sciences

Pir M ehr Ali

Shah Arid

Agriculture

University

Rawalpindi

QUAID-I-

AZAM

UNIVERSITY

Sheet 8 of 20













8.1.1:IT labs



8.1.4: Library














Chapter 10:Finance



10.2.1:Student fee




Shaheed

Benazir Bhutto

Women

University,

Peshawar

Sukkur

Institute of

Business

Administratio

n

University of

Agriculture,

Faisalabad

(UAF)

University of

Agriculture,

Peshawar

University of

Azad Jammu &

Kashmir

University of

Balochistan

Quetta

University of

Engineering

and

Technology,

Lahore

University of

Gujrat

University of

Health

Sciences

(UHS) Lahore

Sheet 9 of 20













8.1.1:IT labs



8.1.4: Library














Chapter 10:Finance



10.2.1:Student fee




University of

M alakand

University of

Science and

Technology

Bannu

University of

the Punjab

Lahore

Sheet 10 of 20


Air University,

Islamabad

Bahauddin

Zakariya

University,

M ultan

BAHRIA

UNIVERSITY

ISLAM ABAD

Balochistan Univ

ersity of

Information Tec

hnology Enginee

ring and M anag

ement Sciences

(BUITEM S)

Centre of

Excellence in

M olecular

Biology

(CEM B)

COM SATS

Institute of

Information

Technology,

Islamabad

Dow

University of

Health

Sciences

Karachi

Fatima Jinnah

Women

University,

Rawalpindi

Government

College

University

Lahore


10.2.5:Income from subsidiary companies/ units if any

10.2.6:Income from consultancies

10.2.7:Income from research by increasing scale of research and programme-based

funding

10.2.8:Donation from Government

10.2.9:Tapping other sources

10.3:Financial sustainability

10.3.1:Income and Expenditure Statement

10.3.2:Balance Sheet

10.3.3:Cash flow statement

10.3.4:Maintaining financial bed

10.3.5:Long term investment

10.3.6:Adopting and maintaining Entrepreneurizing culture

10.4:Entrepreneurial thrive

10.4.1:Adoption of business plan for the university/ institute to commercialize its

products

10.4.2:University’s programs, products and facilities can be franchised and marketed

both locally and internationally

10.4.3:Outcome of research can be commercialized

10.4.4:Separating management of non-core activities from the university through

smart partnerships with subsidiaries or outside parties

10.5:Resource allocation and administrative efficiency (Allocate resources to all units

with a solid framework comprising output/ outcome indicators to measure the

efficiency. The efficiency must be greater than the input)

Chapter 11:Networking

11.1:Government agencies

11.1.2:Higher education Department of the respective province

11.1.3:Higher Education Commission

11.1.4:Finance department

11.1.5:EconomicAffairs Division

11.1.6:Local Authorities

11.2:Industry

11.3:Alumni

11.4:Community

Chapter 12:Linkages with National and International Donors

12.1:Generating revenue

12.2:Students Scholarships

Sheet 11 of 20






funding












products
















11.2:Industry

11.3:Alumni

11.4:Community




Government

College

University,

Faisalabad

Hazara

University,

KPK

HEJ Institute

of Chemistry

(ICCBS)

Institute of

Business

Administratio

n Karachi

Institute of

M anagement

Sciences,

Peshawar

Institute of

Space

Technology

International

Islamic

University

Islamabad

Islamia

University of

Bahawalpur

Khyber

M edical

University

Peshawar

Sheet 12 of 20






funding












products
















11.2:Industry

11.3:Alumni

11.4:Community




KOHAT

UNIVERSITY

OF SCIENCE &

TECHNOLOGY

Lahore College

for Women

University

M ehran

University of

Engineering

and

Technology

Jamshoro

National

Centre of

Excellence in

Geology,

University of

Peshawar

National

University of

Sciences and

Technology

(NUST),

Islamabad

NED

University of

Engineering &

Technology

Pakistan

Institute of

Engineering

and Applied

Sciences

Pir M ehr Ali

Shah Arid

Agriculture

University

Rawalpindi

QUAID-I-

AZAM

UNIVERSITY

Sheet 13 of 20






funding












products
















11.2:Industry

11.3:Alumni

11.4:Community




Shaheed

Benazir Bhutto

Women

University,

Peshawar

Sukkur

Institute of

Business

Administratio

n

University of

Agriculture,

Faisalabad

(UAF)

University of

Agriculture,

Peshawar

University of

Azad Jammu &

Kashmir

University of

Balochistan

Quetta

University of

Engineering

and

Technology,

Lahore

University of

Gujrat

University of

Health

Sciences

(UHS) Lahore

Sheet 14 of 20






funding












products
















11.2:Industry

11.3:Alumni

11.4:Community




University of

M alakand

University of

Science and

Technology

Bannu

University of

the Punjab

Lahore

Sheet 15 of 20


Air University,

Islamabad

Bahauddin

Zakariya

University,

M ultan

BAHRIA

UNIVERSITY

ISLAM ABAD

Balochistan Univ

ersity of

Information Tec

hnology Enginee

ring and M anag

ement Sciences

(BUITEM S)

Centre of

Excellence in

M olecular

Biology

(CEM B)

COM SATS

Institute of

Information

Technology,

Islamabad

Dow

University of

Health

Sciences

Karachi

Fatima Jinnah

Women

University,

Rawalpindi

Government

College

University

Lahore


Chapter 13:Marketing and promotion (Branding) of Academic Excellence

13.1:Partnership

13.2:Outreach

13.3:University/ institute as a center of excellence for the community of the world

13.4:External relations and communication

13.5:Create a strong University’s/ Institute’s Community

13.6:Develop a quality mindset

Recommendations

Sheet 16 of 20




13.1:Partnership

13.2:Outreach





Recommendations

Government

College

University,

Faisalabad

Hazara

University,

KPK

HEJ Institute

of Chemistry

(ICCBS)

Institute of

Business

Administratio

n Karachi

Institute of

M anagement

Sciences,

Peshawar

Institute of

Space

Technology

International

Islamic

University

Islamabad

Islamia

University of

Bahawalpur

Khyber

M edical

University

Peshawar

Sheet 17 of 20




13.1:Partnership

13.2:Outreach





Recommendations

KOHAT

UNIVERSITY

OF SCIENCE &

TECHNOLOGY

Lahore College

for Women

University

M ehran

University of

Engineering

and

Technology

Jamshoro

National

Centre of

Excellence in

Geology,

University of

Peshawar

National

University of

Sciences and

Technology

(NUST),

Islamabad

NED

University of

Engineering &

Technology

Pakistan

Institute of

Engineering

and Applied

Sciences

Pir M ehr Ali

Shah Arid

Agriculture

University

Rawalpindi

QUAID-I-

AZAM

UNIVERSITY

Sheet 18 of 20




13.1:Partnership

13.2:Outreach





Recommendations

Shaheed

Benazir Bhutto

Women

University,

Peshawar

Sukkur

Institute of

Business

Administratio

n

University of

Agriculture,

Faisalabad

(UAF)

University of

Agriculture,

Peshawar

University of

Azad Jammu &

Kashmir

University of

Balochistan

Quetta

University of

Engineering

and

Technology,

Lahore

University of

Gujrat

University of

Health

Sciences

(UHS) Lahore

Sheet 19 of 20




13.1:Partnership

13.2:Outreach





Recommendations

University of

M alakand

University of

Science and

Technology

Bannu

University of

the Punjab

Lahore

Sheet 20 of 20



DRAFT

Annexure-II

MATRIX ANALYSIS OF ANNUAL REPORTS OF HIGHER


Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions

FNC FNC

Abdul Wali

Khan

University

M ardan

Agriculture

University

Faisalabad

Air University,

Islamabad

Bahauddin

Zakariya

University,

M ultan

BUITEM S

Fatima Jinnah

Women

University

Government

College

University

Faisalabad

Government

College

University

Lahore

Title

Contents

VC/ Rector Message

Executive Summary

About the Univer sity

Chapter-1: Academic Activities

1.1: Undergraduate and postgraduate programmes

1.2: MS and PhDProgrammes

1.3: Academic achievements

1.4: Foreign Academic Linkages

1.5: Honours and Awards

1.6: Institutional Linkages

Chapter-2: Research and Deve lopment

2.1: R&D-An Overview

2.2: Projects:

2.2.1: Completed

2.2.2: Newly Launched

2.3: Publications

2.4: Conferences, Seminars and Workshops, etc.

2.5: Research Journals

2.6: Research Collaboration

2.6.1: Indigenous

2.6.2: Foreign Linkages

2.6.3: Funding Grants for R&D

2.6.4: Operation of Office of Research, Innovation and

Commercialization (ORIC)

Chapter-3: Quality Assurance

3.1: Impact of Quality Assurance in the Univer sity

3.2: Quality Enhancement Cell


Sheet 1 of 16


Title

Contents

VC/ Rector Message

Executive Summary











2.2: Projects:

2.2.1: Completed


2.3: Publications




2.6.1: Indigenous









Hazara

University,

M ansehra

Institute of

Business

Administratio

n Sukkur

INSTITUTE OF

M ANAGEM EN

T SCIENCES,

PESHAW AR

Institute of

Space

Technology

International

Center for

Chemical and

Biological

Sciences,

University of

Karachi

International

Islamic

University

(IIU),

Islamabad

Islamia

University of

Bahawalpur

Karakoram

International

University

Sheet 2 of 16


Title

Contents

VC/ Rector Message

Executive Summary











2.2: Projects:

2.2.1: Completed


2.3: Publications




2.6.1: Indigenous









FNC FNC FNC

Khyber

M edical

University

Kohat

University

of Science

&

Technolog

y

Lahore

College

for

Women

University

Pakistan

Institute

of

Engineeri

ng and

Applied

Sciences

PIR M EHR

ALI SHAH

ARID

AGRICULT

URE

UNIVERSI

TY

QUAID-E-

AWAM

UNIVERSI

TY OF

ENGINEER

ING,

Quaid-i-

Azam

University

Sardar

Bahadur

Khan

Women's

University

Shah

Abdul

Latif

University

Khairpur

Shaheed

Benazir

Bhutto

Women

University

The

University

of

Agricultur

e,

Peshawar

Sheet 3 of 16


Title

Contents

VC/ Rector Message

Executive Summary











2.2: Projects:

2.2.1: Completed


2.3: Publications




2.6.1: Indigenous









FNC

UNIVERSI

TY OF

AZAD

JAM M U

AND

KASHM IR

M UZAFFA

University

of

Balochista

n

University

of

Engineeri

ng &

Technolog

y Lahore

University

of

Engineeri

ng &

Technolog

y

Peshawar

University

of

Engineeri

ng and

Technolog

y Taxila

University

of Gujrat

University

of Health

Sciences

Lahore

University

of Karachi

University

of

M alakand

University

of Swat

University

of the

Punjab

Lahore

Sheet 4 of 16


Abdul Wali

Khan

University

M ardan

Agriculture

University

Faisalabad

Air University,

Islamabad

Bahauddin

Zakariya

University,

M ultan

BUITEM S

Fatima Jinnah

Women

University

Government

College

University

Faisalabad

Government

College

University

Lahore


3.3: Membership of Associat ions/ Networks

3.4: Accreditation of programmes from relevant councils

Chapter-4: Faculty Development

4.1: Faculty development programmes (MS/ PhD local + foreign)

4.2: Retuned Scholars

4.3: Present Scholars

4.4: Pre-service and in-service professional development

programmes

4.5: Achievements of Foreign faculty

Chapter-5: Access

5.1: Basic enrolment

5.2: Equity

5.3: Gender-wise Detail

5.4: Employability

5.5: Faculty-student ratio

Chapter-6: Univers ities Building Economies

6.1: University-Industry Linkage

6.2: New Initiatives

6.3: Technology Incubation Centre

6.4: Patents

6.5: Internship and Placement Office

6.6: Student Counseling and Career Guidance

Chapter-7: Strengthening Physical Infrastructure

7.1: Development projects (Laboratories, Libraries, etc.)

7.2: Research Equipment

7.3: Construction projects

Chapter-8: Strengthening Technological Infrastructure

8.1: Digital Library

8.2: PERN

Sheet 5 of 16










programmes


Chapter-5: Access


5.2: Equity


5.4: Employability






6.4: Patents









8.2: PERN

Hazara

University,

M ansehra

Institute of

Business

Administratio

n Sukkur

INSTITUTE OF

M ANAGEM EN

T SCIENCES,

PESHAW AR

Institute of

Space

Technology

International

Center for

Chemical and

Biological

Sciences,

University of

Karachi

International

Islamic

University

(IIU),

Islamabad

Islamia

University of

Bahawalpur

Karakoram

International

University

Sheet 6 of 16










programmes


Chapter-5: Access


5.2: Equity


5.4: Employability






6.4: Patents









8.2: PERN

Khyber

M edical

University

Kohat

University

of Science

&

Technolog

y

Lahore

College

for

Women

University

Pakistan

Institute

of

Engineeri

ng and

Applied

Sciences

PIR M EHR

ALI SHAH

ARID

AGRICULT

URE

UNIVERSI

TY

QUAID-E-

AWAM

UNIVERSI

TY OF

ENGINEER

ING,

Quaid-i-

Azam

University

Sardar

Bahadur

Khan

Women's

University

Shah

Abdul

Latif

University

Khairpur

Shaheed

Benazir

Bhutto

Women

University

The

University

of

Agricultur

e,

Peshawar

Sheet 7 of 16










programmes


Chapter-5: Access


5.2: Equity


5.4: Employability






6.4: Patents









8.2: PERN

UNIVERSI

TY OF

AZAD

JAM M U

AND

KASHM IR

M UZAFFA

University

of

Balochista

n

University

of

Engineeri

ng &

Technolog

y Lahore

University

of

Engineeri

ng &

Technolog

y

Peshawar

University

of

Engineeri

ng and

Technolog

y Taxila

University

of Gujrat

University

of Health

Sciences

Lahore

University

of Karachi

University

of

M alakand

University

of Swat

University

of the

Punjab

Lahore

Sheet 8 of 16


Abdul Wali

Khan

University

M ardan

Agriculture

University

Faisalabad

Air University,

Islamabad

Bahauddin

Zakariya

University,

M ultan

BUITEM S

Fatima Jinnah

Women

University

Government

College

University

Faisalabad

Government

College

University

Lahore


8.3: Video Conferencing

8.4: Campus Management Solution

8.5: Web Portal

8.6: Development of online admission system

Chapter-9: Univers ities building Communities

9.1: University-community interact ion

9.2: University's role in building community

9.3: Alumni Affairs: Outstanding Achievements etc.

Chapter-10: Sports

10.1: Inter-depar tmental sports

10.2: Participation in national championships

10.3: Achievements at nat ional level

10.4: Incentives and honors/ awards for sports persons

Chapter-11: Universities Building Leadership

11.1: Faculty Leader ship (Awards and representat ion in Govt

policy making committees, memberships on various Councils

etc.)

11.2: Student Leadership (Co-curricular Activities: University

dramas, exhibit ions, expos, competit ions, debates at national and

international levels)

Chapter-12: Finance

12.1: Annual Statement of Accounts

12.2: Financial year at a glance

12.3: Audit Report

12.4: Development budget

12.5: Recurring budget

12.6: Self-generated income

12.7: SAP related activit ies

12.8: Trend of per student spending

Chapter-13: University Governance

13.1: Syndicate meetings

Sheet 9 of 16





8.5: Web Portal






Chapter-10: Sports








etc.)




Chapter-12: Finance



12.3: Audit Report








Hazara

University,

M ansehra

Institute of

Business

Administratio

n Sukkur

INSTITUTE OF

M ANAGEM EN

T SCIENCES,

PESHAW AR

Institute of

Space

Technology

International

Center for

Chemical and

Biological

Sciences,

University of

Karachi

International

Islamic

University

(IIU),

Islamabad

Islamia

University of

Bahawalpur

Karakoram

International

University

Sheet 10 of 16





8.5: Web Portal






Chapter-10: Sports








etc.)




Chapter-12: Finance



12.3: Audit Report








Khyber

M edical

University

Kohat

University

of Science

&

Technolog

y

Lahore

College

for

Women

University

Pakistan

Institute

of

Engineeri

ng and

Applied

Sciences

PIR M EHR

ALI SHAH

ARID

AGRICULT

URE

UNIVERSI

TY

QUAID-E-

AWAM

UNIVERSI

TY OF

ENGINEER

ING,

Quaid-i-

Azam

University

Sardar

Bahadur

Khan

Women's

University

Shah

Abdul

Latif

University

Khairpur

Shaheed

Benazir

Bhutto

Women

University

The

University

of

Agricultur

e,

Peshawar

Sheet 11 of 16





8.5: Web Portal






Chapter-10: Sports








etc.)




Chapter-12: Finance



12.3: Audit Report








UNIVERSI

TY OF

AZAD

JAM M U

AND

KASHM IR

M UZAFFA

University

of

Balochista

n

University

of

Engineeri

ng &

Technolog

y Lahore

University

of

Engineeri

ng &

Technolog

y

Peshawar

University

of

Engineeri

ng and

Technolog

y Taxila

University

of Gujrat

University

of Health

Sciences

Lahore

University

of Karachi

University

of

M alakand

University

of Swat

University

of the

Punjab

Lahore

Sheet 12 of 16


Abdul Wali

Khan

University

M ardan

Agriculture

University

Faisalabad

Air University,

Islamabad

Bahauddin

Zakariya

University,

M ultan

BUITEM S

Fatima Jinnah

Women

University

Government

College

University

Faisalabad

Government

College

University

Lahore


13.2: Academic Council meetings

13.3: Board of Advanced,Studies meetings

Chapter-14: Office of Resource Generation/ Development

14.1: Initiatives and implementation

14.2: Future plans

Chapter-15: Health Centre/ Medical Facilities

15.1: Medical facilities available

15.2: Counseling for stress reduction

FNC FNC

FNC: Format is not considered

Sheet 13 of 16







14.2: Future plans





Hazara

University,

M ansehra

Institute of

Business

Administratio

n Sukkur

INSTITUTE OF

M ANAGEM EN

T SCIENCES,

PESHAW AR

Institute of

Space

Technology

International

Center for

Chemical and

Biological

Sciences,

University of

Karachi

International

Islamic

University

(IIU),

Islamabad

Islamia

University of

Bahawalpur

Karakoram

International

University

Sheet 14 of 16







14.2: Future plans





Khyber

M edical

University

Kohat

University

of Science

&

Technolog

y

Lahore

College

for

Women

University

Pakistan

Institute

of

Engineeri

ng and

Applied

Sciences

PIR M EHR

ALI SHAH

ARID

AGRICULT

URE

UNIVERSI

TY

QUAID-E-

AWAM

UNIVERSI

TY OF

ENGINEER

ING,

Quaid-i-

Azam

University

Sardar

Bahadur

Khan

Women's

University

Shah

Abdul

Latif

University

Khairpur

Shaheed

Benazir

Bhutto

Women

University

The

University

of

Agricultur

e,

Peshawar

FNC FNC FNC

Sheet 15 of 16







14.2: Future plans





UNIVERSI

TY OF

AZAD

JAM M U

AND

KASHM IR

M UZAFFA

University

of

Balochista

n

University

of

Engineeri

ng &

Technolog

y Lahore

University

of

Engineeri

ng &

Technolog

y

Peshawar

University

of

Engineeri

ng and

Technolog

y Taxila

University

of Gujrat

University

of Health

Sciences

Lahore

University

of Karachi

University

of

M alakand

University

of Swat

University

of the

Punjab

Lahore

FNC

Sheet 16 of 16



Annexure-III

REPORTS ON BUSINESS PLANS OF HIGHER


Report on Business Plans of Higher Education

Institutions (HEIs)

Improved Strategic Management Planning and


January 28, 2015 Index | I

INDEX

AIR UNIVERSITY, ISLAMABAD .................................................................................... 1

BAHAUDDIN ZAKARIA UNIVERSITY, MULTAN ...................................................... 4

BAHRIA UNIVERSITY, ISLAMABAD ........................................................................... 7

BALUCHISTAN UNIVERSITY OF INFORMATION TECHNOLOGY ENGINEERING AND MANAGEMENT SCIENCES (BUITEMS) ................................ 10

CENTER OF EXCELLENCE IN MOLECULAR BIOLOGY (CEMB), LAHORE ........ 13

COMSATS INSTITUTE OF INFORMATION TECHNOLOGY (CIIT) ........................ 16

DOW UNIVERSITY OF HEALTH SCIENCES (DUHS), KARACHI ........................... 19

FATIMA JINNAH WOMEN UNIVERSITY, RAWALPINDI ........................................ 22

GOVERNMENT COLLEGE UNIVERSITY, FAISALABAD ........................................ 25

GOVERNMENT COLLEGE UNIVERSITY, LAHORE ................................................. 27

HAZARA UNIVERSITY, KPK ........................................................................................ 30

INSTITUTE OF BUSINESS ADMINISTRATION (IBA), KARACHI ........................... 33

INSTITUTE OF MANAGEMENT SCIENCES, PESHAWAR ....................................... 36

INTERNATIONAL CENTER FOR CHEMICAL AND BIOLOGICAL SCIENCES (ICCSB), UNIVERSITY OF KARACHI .......................................................................... 40

INTERNATIONAL ISLAMIC UNIVERSITY, ISLAMABAD ....................................... 43

ISLAMIA UNIVERSITY BAHAWALPUR ..................................................................... 46

KHYBER MEDICAL UNIVERSITY, PESHAWAR ....................................................... 48

KOHAT UNIVERSITY OF SCIENCE AND TECHNOLOGY ....................................... 50

LAHORE COLLEGE FOR WOMEN UNIVERSITY ...................................................... 54

MEHRAN UNIVERSITY OF ENGINEERING AND TECHNOLOGY, JAMSHORO, SINDH ............................................................................................................................... 57

NATIONAL CENTRE OF EXCELLENCE IN GEOLOGY UNIVERSITY OF PESHAWAR...................................................................................................................... 60

NATIONAL UNIVERSITY OF SCIENCE & TECHNOLOGY (NUST), ISLAMABAD............................................................................................................................................ 63

NED UNIVERSITY OF ENGINEERING & TECHNOLOGY, KARACHI ................... 66

PAKISTAN INSTITUTE OF ENGINEERING AND APPLIED SCIENCES (PIEAS) .. 69

PIR MEHR ALI SHAH ARID AGRICULTURE UNIVERSITY, RAWALPINDI (PMAS-AAUR) ................................................................................................................. 72

QUAID-I-AZAM UNIVERSITY, ISLAMABAD ............................................................ 75

SHAHEED BENAZIR BHUTTO WOMEN UNIVERSITY, PESHAWAR .................... 79

SUKKUR INSTITUTE OF BUSINESS ADMINISTRATION ........................................ 82

Report on Business Plans of Higher Education

Institutions (HEIs)



January 28, 2015 Index | II

THE INSTITUTE OF SPACE TECHNOLOGY, ISLAMABAD ..................................... 85

THE UNIVERSITY OF AZAD JAMMU & KASHMIR.................................................. 88

THE UNIVERSITY OF AGRICULTURE, PESHAWAR ............................................... 91

UNIVERSITY OF AGRICULTURE, FAISALABAD ..................................................... 94

UNIVERSITY OF BALUCHISTAN ................................................................................ 96

UNIVERSITY OF ENGINEERING AND TECHNOLOGY, LAHORE ......................... 99

UNIVERSITY OF GUJRAT ........................................................................................... 102

UNIVERSITY OF HEALTH SCIENCES, LAHORE .................................................... 104

UNIVERSITY OF MALAKAND ................................................................................... 107

UNIVERSITY OF SCIENCE AND TECHNOLOGY, BANNU .................................. 110

UNIVERSITY OF THE PUNJAB, LAHORE ................................................................ 113

Report on Business Plan

AIR University, Islamabad Improved Strategic Management Planning and



AIR UNIVERSITY, ISLAMABAD

AIR University was established in Islamabad in 2002 and offer degree programs in four

faculties which include Engineering, Administrative Sciences, Basic and Applied

Sciences and Social Sciences. In addition a specialized Institute of Avionics and

Aeronautics (IAA) have also been established. The Air University is unique in certain

respects that include highly specialized and sophisticated courses which no other

university in Pakistan offers. Its research projects / efforts are also distinctive as one of its

faculty members is doing research in ‘Crowd Dynamic Project for Masjad-e-Haram

(Khanna Kaba) from Hajj Core 2011 Mekha Saudi Arabia’.

On the teaching side university also focuses and practices teaching modes which are

modern supported by latest technology and information system. Its laboratories are

equipped with the state of Art equipment and used as key tool for teaching and research.

The university has used the SWOT tools for analysis and properly identified the strengths

and weaknesses of the institution. Among the opportunities it has strong technical and

professional bias and enhancing emphasis on aerodynamics and aeronautics to launch

profitable projects. The research activity has great potential to be used for commercial

activities and also for use in industry. One of the key threats to the university is that its

highly specialized and competent faculty is being attracted by Middle East job market.

The threat is genuine but it can be minimized if not mitigated by providing incentives to

the faculty members. The enhanced allowances, better and conducive working

environment, education facilities to family members etc. can be introduced in the

university rules.

The university offer 23 courses for degree programs in BS, MS, BBA/BSEF, MBA, Ph.d.

The university plans to expand and strengthen the doctoral programs. There 13 students

enrolled in the Ph.d. program and by 2017 this number would be 133 with the addition of

120 Ph.d. enrolled scholars. The existing disciplines in which the doctoral degrees are

offered have been 6 in 2013 but this number would be 12 in 2018 as mentioned in the

business plan. The total student enrollment at the levels of undergraduate, post graduate

and doctoral programs in 2393 in 2013. This would be enhanced to 3000 at the

completion of Business Plan period.

The university has given special stimulus to research and consultancy. If a faculty

member writes a book the university would bear the cost of 500 copies for publishing,

Rupees 40,000/- would be paid to faculty member if his/her paper is published in

international journal, rupees 10,000/- for International conference paper and rupees five

thousand for National journal paper. Consultancies are offered in unique and technical





subjects as Helicopter Track and Balance System, Simulation of JF17 Stall and Spin

Behaviour.

The university needs to strengthen its faculty development program. In 2012-13

university has fifty faculty members with Ph.d. degree and this number would be

enhanced to one hundred by 2018 as mentioned in the business plan. At present the total

number of faculty members is 145. The target is little ambitious but can be achieved with

concerted planning and allocation sufficient and timely financial resources. Although it

generous study leave but the allocation for Ph.d. programs should be enhanced. The

Innovational Academic linkages are useful if those are used for faculty training, exchange

programs, etc. The university established an International Cooperation Office (ICO) in

2008 in addition to ORIC. In 2012 the number of research publication were 90 and

completed 110 research projects. The university has established Interdisciplinary

Research Center (IDC) to bridge the gulf between academic and Industry by providing

legal framework and support for this purpose.

About finances the university is quite prudent in this respect and generated 588 million

rupees in 2013-14 and the expenditure for the same year was 580.76 million rupees with

saving of 7.24 million rupees.

Findings:

i) Faculty retention is a major challenge because the highly qualified and trained

faculty has attractive job market in the Middle East.

ii) The projection made in the Business plan are quite ambitious in view of the

expected limited resources. Funding support is squeezing from the government

and university is not pro-active in resources generation.

iii) The university has given special stimulus to encourage research and

consultancy. But the impact of these incentives is not known.

iv) ORIC has not been established nor there is any visible plan in the near future

to commercialize research & innovation.

Recommendations:

i) Special faculty incentive needs to be introduced to retain the highly qualified

& trained faculty. This may include better salary package which include fully

supported education for children, better medical facilities for the family etc.

ii) The projections need to be pragmatic especially the training of faculty.

iii) Impact of stimulus package for research should be mentioned.

iv) ORIC would help linkages with industry and commercialization of Research.

Hence its establishment is necessary.





Doability:

The University completed 110 research projects and published 90 research papers in 2012.

The institution has established an Interdisciplinary Research Center (IDC) to bridge the

gap between research and industrial/market requirement by providing legal framework to

support this effort. The innovation is in addition to the establishment of ORIC. The

University has performed well against the indicators of evaluation. The student number is

small because of highly specialized nature of courses and degree programs. The targets

for the Business plan are achievable and financial management is prudent. Although the

faculty development is not strong area but it can still be said that the business plan is

doable.


Bahauddin Zakaria University, Multan Improved Strategic Management Planning and



BAHAUDDIN ZAKARIA UNIVERSITY, MULTAN

Bahauddin Zakaria University was established in 1975 with 8 departments and now in

2013 it has more than 55 departments. The total number of faculty members is 518 out of

which 180 hold doctoral degrees which is about 35%. Annual average of publication is

250 for the last 10 years. It has 2100 regular students including 53 foreign students from 8

countries and 3000 distance education enrollment. University offer 120 degree programs

from B.A. to Ph.d. level.

The SWOT analysis reveals that BZU has more than 50% of students enrolled are girls

despite the face that southern Punjab is conservative low income area. It offers variety of

multi-disciplinary degree programs with large variety. There are large number of colleges

affiliated to BZU which is a regular source of income and some additional responsibility.

The weaknesses are lack of coordination between departments, resource duplication,

non-availability of Ph.d. faculty for social sciences, weak indigenous and split ph.d.

programs in social sciences, lack of effective financial system, data inconsistency and

poor governance, weak quality enhancement cell and ORIC not established. The

opportunities still exists to start and mange indigenous spilt Ph.d. programs. University

has the skills and capacity to offer consultancy services at National and International

levels in Agriculture, Chemistry and Pharmacy. The major threat is political interference

and patronage in hiring, appointment, promotion etc. University has four campuses and

fifth one is coming up this year.

Research has been claimed as a strong area and provided funds to all interested

researchers from its own resources. However the university has made Research

Methodology course compulsory in all degree programs, conducting regular market

surveys to assess the need of new programs. Information is lacking about the level of

publication in Impact factor journals, Indexed journal or otherwise.

The baseline enrollment of undergraduate program is 19920 and target is to be increased

to 25500 by the completion of Business plan thus the annual average would be 1100 new

students. At the post graduate the baseline is 1574 student to be increased to 4000 with

average annual increase would be 485 students. Both the targets are inflated and would

not be achieved because the average enrollment increase has been 540 students both at

undergraduate and post graduate levels. The BZU plans to promote consultancy services

to generate resources and support research. But it has not established ORIC which is an

instrument of strength for this purpose. The university has extended International

Academic Network with 15 universities. An emphasis on human resource has been well

placed by facilitating Academic, Health, Housing, and life support services and disability

insurance services. The projected number of Ph.d. degree holders would be 700 the





present 180. This is a lofty claim of hiring 104 Ph.d. faculty every year. The projection of

total student enrollment would be about 30,000 from existing 21000 means an enhanced

annual intake of 1800 students. It would not happen in view of the given capacity of the

university.

Looking at the data provided under financial stability, the BZU has performed very well

indeed. The three year time series for income and expenditure reveals surplus finance of

Rs. 17.5 million in 2009-10, Rs. 179 million for 2010-11 and Rs. 53 million for 2011-12.

The government funding for these years were 47%, 51% and 48% responsibility. The

remaining amount was generated by the university and adopted good system of financial

management. This clearly demonstrates proper financial planning and prudent spending

and expenditure control. The projection e-governance system is very unrealistic with a

present 5% to achieve 100% in 2018.

Findings:

i) Financial control and prudent spending has been performed very well.

Similarly the emphasis on Research by the university need recognition. SWOT

analysis has been done professionally and clearly identifying problem areas

and opportunities.

ii) There is lack of internal consistency in report. The information / data varies

for the same year at different places in the Business plan.

iii) ORIC has not been established and performance of e-governance clearly

related to ICT is poor.

iv) The linkages with Industry and community does not find any place in the

Business plan.

v) The incentives provided for faculty is good but no plan or program exist for

faculty training.

vi) Some of the projection are lofty which include faculty hiring of 100 Ph.d.

degree holders, e-governance from 5% to 100%, enrollment figures etc.

Recommendations:

i) There is need to correct interval consistence in the Business plan.

ii) ORIC should immediate be provided to promote commercialization of

university research and innovation.

iii) Faculty development program must be planned with clear strategies and yearly

outputs.





Doability:

The University has not made realistic projection to hire 104 faculty members with Ph.D

degrees every year for the next 5 years. Similarly the annual enrolment surge is

exaggerated because the business plan does not indicate any extra facilities to

accommodate these students and provide education by well trained and qualified teachers.

The business plan does not reflect any elaborate faculty development programme which

means the University has to hire the qualified faculty members from the open market.

This needs lot of money in the recurring budget. Although the University has

demonstrated well in financial management but it would not be sufficient either for the

expansion of the faculty or for the increased students enrolment. Hence the business plan

in its present form would not be doable for most of its components.


Bahria University, Islamabad Improved Strategic Management Planning and



BAHRIA UNIVERSITY, ISLAMABAD

Pakistan Navy set up Baharia University in 2000 and established two campuses one at

Islamabad and other at Karachi. The University enrollment is 10,000 students in 2013 and

steadily increasing. It follows the rigorous discipline of maintaining a preplanned

scheduled of major activities. The university has undertaken SWOT analysis exercise but

it reflects that the exercises has been either done as a formalities or university lacks

expertise to undertake this activity. There has been no significant area of strength which

have been identified some of it includes disciplined environment and spacious modern

library etc. The key weakness is the shortage of Ph.d. faculty specially in Karachi campus.

This is also linked to inadequate research activities and weak industrial linkages. The

major threat is the law and order situation of Karachi. There have been no opportunities

available to the university except for great demand for student enrollment. What are the

basis of this demand is not known within the premise of opportunity as far as SWOT

analysis is concerned.

The university offers BS, MS, M.Phil and Ph.d. programs in eighty sixe disciplines such

disciplines and specialties. But university is quite weak on quality criteria based on

faculty development and research. Although there is dearth of Ph.d. faculty members but

no programs or planning has been done to train its members either in foreign universities

or within Pakistan. It is indeed expensive to train the faculty from abroad but there are

opportunities offered by universities within the country. The Baharia university need plan

a pragmatic program in this regard and launch it. The university can offer generous study

leave with full pay and other facilities. If the faculty members is enrolled in the Ph.d.

program on the same campus then his work load should be reduced alongwith other

incentives. Baharia university has not development any regular research program.

During 2013 only 25 papers were published in Impact factor journals with the projection

of 150 papers by 2017 which is quire unrealistic based on the existing performance.

The university has signed Memorandum of Understanding with twenty two International

Universities but what benefit it has accrued to the Baharia is not known through this

Business Plan. It intends to increase the linkages to fifty universities by the end of 2018

but to what purpose or effect. The projected faculty members in 2013 would be 405 but

the number of Ph.d. holders would be 46 which is barely 11%. University need to address

the issue of quality which directly proportionate to research, faculty development and

curriculum revision and teaching learning resources.





On the financial side university has performed well. It generated a revenue of Rs. 1.2

billion in 2012-13 and its expenditure for the same year was Res. 1.06 billion which

reflects the surplus budget of 196 million rupees.

The university has not established ORIC. It has lagged behind in research and innovation.

There has been no linkages developed with industry or any other commercialization

activity.

It is recommended that university give serious attention to research not only for

publication but also for application. It is important to develop professional and

commercial linkages with industry. The university should plan and promote effective

joint collaboration with foreign universities. The signing of MOUs should be followed so

that certain tangible outcomes in the form teacher training, student exchange, joint

research project faculty development etc.

Findings:

i) Shortage of Ph.d. faculty in general but at Karachi campus in particularly is a

problem.

ii) University is quite weak on the quality criteria with reference to research and

faculty development program.

iii) The linkages with foreign universities has been confined to MoUs. There has

been no specific output reflected in the form of student or faculty exchange

program or joint research projects.

iv) ORIC has not been established that is why the university has not developed

any linkages with industry and community.

Recommendations:

i) Either the existing faculty should be trained or university need to hire teachers

from open market. Both the options require funds and Navy should salvage the

university in this regard.

ii) Research needs to be promoted through incentive driven programs. It should

focus more on applied research than theoretical research.

iii) Foreign linkages with universities and research organization need to be

developed for student exchange and faculty training.

iv) Establishment of ORIC would be a good step forward for commercialization

of projects.





Doability:

The University is focusing more on expansion rather than on consolidation. The two

campuses one each in Karachi and Islamabad face problem of properly qualified faculty

members. The University is quite weak on quality criteria and establishment of ORIC has

yet to be materialized. The financial management is prudent with surplus budget of

Rs.196 million. During 2013 the University published 25 papers in impact factor journals.

The number of faculty members for this year is 405 but the number of Ph.D holders is 46

which is 11%. Perhaps financial sustainability could be managed with the backing of

Navy. The business plan in its present form may not be doable unless the suggested

recommendations are adopted.


Baluchistan University of Information Technology

Engineering and Management Sciences (BUITEMS)




BALUCHISTAN UNIVERSITY OF INFORMATION

TECHNOLOGY ENGINEERING AND MANAGEMENT

SCIENCES (BUITEMS)

The Baluchistan University of Information Technology, Engineering and Management

Sciences (BUITEMS) was established in 2002 with enrollment of 90 students. This

number surged to 6000 students in 2012 both at undergraduate and postgraduate levels.

The need assessment of the university has been done by adopting SWOT Analysis

methodology. It seems that the SWOT Analysis exercise has been done in hurry by some

non-professional person. Looking at the result no substantive or tangible information is

provided. All the components have been mentioned in general. However few points are

useful such as the number of Engineering Ph.d. faculty members need to be increased.

There are only 25 Ph.d. degree holders as faculty members out of 325 hence it can be

concluded that university needs strong faculty development program in all the disciplines

and programs offered by the university. Law and order situation is indeed a serious

problem even then the university has been able to enroll 100 foreign students. The

university is located in a province which has abundance of natural resources in the shape

of Mines, Minerals, Oil, gas, Coal etc. The university needs to develop programs and

specialties in these disciplines.

The Business plan is a wish list or fairy tale of next five years as every wish would be

fulfilled. However the university performance at present is quite moderate. It has been

bitting more than it can chew adding number of programs at undergraduate and graduate

that is with only 25 faculty members with Ph.d degree whereas the total faculty members

are more than 325. The university plans to increase the number of faculty members

during the next five years without making any serious efforts to train the existing faculty.

Hence the faculty development program of the university is almost non-existence. The

strategic management of university affairs demand medium term planning with focus on

clear deliverables or achievable targets. Increasing the number of students in different

programs does not help improve the quality of education. The quality indicators or

determinants are faculty development programs, the research activities, publication in

Impact factor journals, applied research for innovation and industry and the market

demands.

The university intends to increase the enrollment of students to 9500 by 2016. The

research culture is minimal in the university. There is no information available, if any

papers were published in 2012 and 2013 by the faculty in Impact factor journals.

However in 2012 the Business plan mentioned that Baseline of research paper was 60. It

seems research has no priority in the academic environment of the university. There is







great potential of applied research in an area which is enriched with natural resources

though yet unexplored. The faculty development program also needs serious inputs and

planning. However 90 faculty members are enrolled in MS and Ph.d. program within

Pakistan and foreign universities. It is expected that university has developed some

linkages with foreign universities and donors. In terms of quality improvement the

curriculum revision mechanism is almost a routine procedure where no serious efforts

would be made to modernize and update the curriculum. Similarly pedagogy and teaching

methodology focus mostly on lecturers. However some special arrangements are made for

fine arts and architecture classes.

The university now offer 32 programs of studies and intend to increase this number to 70

programs of different disciplines and departments. How, this would improve the quality

of education is not known. The two key indicators of quality i.e. faculty development and

research are weak components of university program.

The ORIC has been established but playing a dormant role. The aspect of innovation and

commercialization are based on the applied research of the faculty members.

On the financial side university generated Rs. 87 million in 2012 from service charges

and fees. No information is available about the amount of government grant provided to

the university.

Findings:

i) The number of Ph.d. faculty is only 8% of the total number of teaching staff.

Balochistan generally has become less attractive place to work because of

uncertain law and order situation.

ii) The projection mentioned in the Business plan about the Ph.d faculty increase,

surge in student population, infrastructure development mostly seem a wish

list. There has been no indication from where the resources would come.

iii) The area of research is also weak and business plan does not provide that how

many number of research papers published in a year. ORIC, though

established but still it is dormant.

iv) The increase in number of degree programs from existing 32 to be increased to

70 by 2017 is unrealistic.

Recommendations:

i) The foremost need of the university is faculty development. Government, both

federal and provincial, should provide funds to the university because of the

difficulties due to security situation.







ii) The projections need to be pragmatic and implementable in view of the

resources availability for the purpose.

iii) The quality indicator of research needs to be addressed and ORIC needs to be

activated.

iv) Consolidation is more important than expansion or increase in degree

programs.

Doability:

The University holds an usual significance because of its geographical, social and

political proximity. The province of Baluchistan is a difficult place to work but the

University is reasonably operational with 6000 students. Hence its business plan cannot

be measured against the indicators set for other universities. The University has only 11%

Ph.D faculty members out of the total number of 325. However 90 faculty members are

enrolled in Ph.D degree program in foreign and national universities. There is no

information available about the research publication either for 2012 or 2013. The wish list

is long. The key area which needs federal and provincial funding support is that of faculty

development. The Business plan would not be doable if evaluated on criteria applied to

other established universities. However if Business plan is modified in view of

recommendation the plan would be doable.


Center of Excellence in Molecular Biology (CEMB),

Lahore




CENTER OF EXCELLENCE IN MOLECULAR

BIOLOGY (CEMB), LAHORE

The Center of Excellence in Molecular Biology (CEMB) is very specialized and

sophisticated institution of research and some teaching. It was established in 1986 and has

excelled in applied Molecular Biology in the area of Bacillus thuringienis (Bt) crop

production, core facility of Italits, DNA Sequencing and primersynthosis for the National

Research & Development Institute. In the area of basic research it has made advances in

the field of hearing and vision, 17 new deafness loci, 10 new vision impairment loci, 24

new genes and one novel deafness modifier gene were discovered. The center in applied

research has focused on important issues in agriculture and health sectors in enzyme

isolation techniques and cloned Bt genes. By virtue of its excellence in research the center

has won seventeen National and International Awards.

This center is not a conventional public sector institute of higher education because its

total student enrollment is 137 during 2012-13 out of which 88 are Ph.d. students. Hence

it is primarily a superior research institute. In the domain of External Relations and

Development it has established research linkages all over the world particularly in the

field of Stem Cell, Cancer, Plant Genomics, vision impairment, studies in stuttering,

DNA repair, Enzymology, Stem Cell, Mycology and genetic diseases.

The SWOT analysis has been done very casually perhaps the center lacks expertise in

doing such an exercise in Management Sciences. It has published more than 1000

research papers in Impact Factor journals but no time span been mentioned for these

publications and annual publication output is also not given. Its key strength is the

research sophistication in highly advanced disciplines of Molecular Biology which

impacts many sectors including health, agriculture, industry, pharmaceutical etc. however

the gap between research and industry linkages is a major weakness. This means that

advance research has not been utilized by the industry. The future opportunities include

the training component which would provide new skills to young researchers from

Pakistan and abroad. The threat is the monopoly of multinational companies in

commercialization of its products and processes. Although the faculty has been engaged

in advance research in critical areas of modern day needs but no special incentives have

been provided to them by the government.

Looking at the quality indicators of curriculum modernization and faculty development,

the performance of the center is weak. There has been no mechanism given in the report

for curriculum revision and improving the methods of delivery. Similarly no program of

faculty development is provided. The total number of faculty members is 66 out of 27 are



Lahore




regular and 39 faculty members are working on contract basis. The total number of

administrative / support staff is 128 out of which 41 are on contract. However the center

has excelled in research. It has formulated ten core research groups for functional

specialties which include group of 1) Plant Transformation 2) Plant genomics 3) Seed

Biotech 4) Stem Cells 5) Applied and Functional genomics 6) Genetic diseases 7)

Molecular virology 8) Bioinformatics 9) Human Biopharmaceutical 10) Forensic research

and DNA core facility.

Another weak area of the center is financial resources generation. During 2012-13 the

center generated Rs. 3.85 million. The budget for this period was Rs. 152.50 million and

the remaining amount have been provided by HEC. The provincial government did not

provide any funding support.

The center is also quite weak in linkages with industry, commercialization activity and

community. However there is a good potential to market the research product nationally

and internationally.

The administrative / management arrangement of the center is somewhat confusing. The

center is governed by the Board of governors which is headed by the Vice-Chancellor of

Punjab University but the Director of the center is appointed by the federal government.

The center has dichotomy of functions and powers. It follows the rules of Punjab

University and simultaneously the federal government.

Findings:

i) It is not clear from the report about the status of the center. Why it is treated as

a separate entity other than the Punjab University. There are centers working

i.e. Pakistan Studies, South Asian Studies etc. but all within the ambit of the

university.

ii) There has been no efforts visible to commercialize applied research. The

center has not established ORIC which it should have as a separate entity.

iii) The dependency on government funds is enormous as only a fraction of

resources have been generated by the center.

iv) There has been no program for faculty development. How many are Ph.d.

degree holders and how much would be required.

Recommendations:

i) The status of the center needs to be clarified and would become like other

centers working under the Punjab university.

ii) The establishment of ORIC is necessary in view of the applied research and

the commercialization its research products.



Lahore




iii) The center must make endeavor to generate financial resources mainly through

its research products as the student number is small and so is the collection of

tuition fees.

iv) A comprehensive program of faculty development needs to be prepared and

implemented.

v) v) The curriculum modernization mechanism also needs special attention by

the center for the revision of courses.

Doability:

The center is basically a sophisticated institute of specialized research with enrolment of

137 students. It operates under the Punjab University. There is some diarchy in the

functioning of the center vis-à-vis Punjab University. It is unreal to expect that the center

would generate its own resources independently with small enrolment. If we go by the

indicators of resources generation and financial sustainability, there is big gap between

earning (Rs.3.86 million) and expenditure (Rs.152.5 million). Similarly its performance

cannot be measured against the indicators for bigger and well established universities. In

view of the importance of this center for research the government has to provide

sustainable funding only then its Business plan would be doable.


COMSATS Institute of Information Technology

(CIIT)




COMSATS INSTITUTE OF INFORMATION

TECHNOLOGY (CIIT)

The COMSATS Institute of Information Technology (CIIT) was established in 2000 and

since then opened seven campuses. There has been one each at Islamabad, Abbotabad,

Attock, Lahore, Sahiwal, Vehari and WAH. The Institute offers 72 degree programs

which includes 35 programs at undergraduate and 37 at graduate level. The total

enrollment in 2013 has been 21000 students. The full time faculty strength is 2170 out of

which 503 faculty members hold Ph.d. degrees which is about 23%.

The focus of the Institute is on education of Information Sciences and Technology. All

campuses of CIIT are ISO 9001 Certified. The Quality Enhancement Cell (QEC) is fully

established and effectively functioning to provide strategic quality assurance standards.

The Institute is planning and pursuing the government for approval to grant it the status of

full fledged university. The Institute has established more than 85 MOU with external

universities all over the world.

The SWOT analysis as mentioned in the report is attached at Annex II but there has been

no Annexure attached with the Business Plan hence no comments can be offered on the

SWOT analysis.

The present and perspective situation is mentioned in the Business plan. The information

given for the present condition is specific whereas in the next five years it is generalized

and devoid of targets. It is mostly reflected as To achieve, To ensure, To strengthen, To

enhance, To increase, To expand, etc. This is used for several programs and chapters of

Business plan.

The Institute has five faculties which includes Engineering, Sciences, Information

Sciences and Technology, Architecture and Design and Business Administration and

contains 21 Departments. The institute has planned some programs for the training of

faculty but the number indicated for this is too small against only 23 percent of faculty

with Ph.D. The finances rather lack of it would be key hindrance in this regard. The

curriculum revision and delivery mechanism is also a weak area of the institute. There has

been no specific program or effort for curriculum modernization is given in the report.

The student enrollment projected by 2017-18 would be 35900 students from the existing

21000. The target is quite ambitious and is not commensurate with future faculty hiring.

Foreign students from six countries, though small in number have been enrolled. The

institute has established ORIC and functioning well and supporting research, innovation



(CIIT)




and commercialization. On average the Institute published 160 papers and several books

and organized several research workshops.

The institute has prepared elaborate plan for enhancing Research Support System,

University Industry Collaboration, Intellectual Property Rights, Entrepreneurial Thrive,

etc. along with estimated cost but the main question would be the availability of resources.

Government won’t be able to provide that hence the onus is on the Institute which also plan to establish two more campuses to raise the total number to Nine.

One of the major strength area of the institute is ICT and E university. It has

demonstrated the professional capacity in technology advancement and use it for E

governance. On the financial side the budget of the institute exceeds Rs. 3 billion for

financial years 2011-12. The institute generates about fifty percent of this amount from its

own resources and the remaining is provided by the government grants. The income and

expenditure statement, balance sheet and cash flow statement are missing from the report.

The institute is making earnest efforts to adopt entrepreneurship culture and visionalized

several strategies to generate more financial resources. These include increasing student

enrollment, expenditure control, long term investment and university-industry joint

projects. The institute has been planning for business incubation center and Technology

Park. By the completion of business plan five incubation centers would be established.

The acceleration and commercialization of research and development and high

technology based enterprises would gear up economic activity and create jobs. The

Islamabad Science and Technology Parks have been planned by the Institute which is

another initiative in the entrepreneurship direction.

The industry and community linkages is of paramount importance for the institute. The

institute established CIIT community development unit (CDU) to launch several initiative

which includes Disaster Management Program, Disaster Preparedness, Youth

Development Program. The Institute has extended its horizon by signing several MOU

with different National and International Universities and R&D organization.

Findings:

i) The direction of the CIIT seems more on the expansion side rather than on

consolidation. Whereas the institute is still striving to attain the status of a

university.

ii) The number of faculty members with Ph.d. degree is only 23% yet no

comprehensive program is suggested for the future in the Business plan. This

shortage would impinge the quality of education of the institute.



(CIIT)




iii) The component of curriculum revision and modernization of at double

significance for the institute as compared to other universities, because the

speed of the change of technology is very swift. However no significant

efforts have been reflected in this regard.

iv) The missing information regarding SWOT analysis, cash flow chart, income &

expenditure statement, balance sheet etc. should be attached with the report.

v) The student projection looks unrealistic and even if the enrollment surged at

the proposed level from where the properly faculty could come.

Recommendations:

i) The CIIT should preferably consolidate the gains and further expansion can be

done at later stage when the funds are available and the opportunity is

emerging for such decision.

ii) The institute needs to focus on the training of its own faculty. The non-Ph.d.

faculty should be encouraged to enroll for Ph.d. in Pakistani universities as

well as in campuses of CIIT where this degree is offered. If the opportunity for

getting training or obtaining degree from abroad comes it must be available.

iii) The missing information need to be attached with the report and the

documentation preparation for such purposes and assignment as that of

business plan must be taken as more responsible activity.

iv) The challenge of curriculum modernization must be properly and immediately

addressed alongwith the availability of new reading material.

Doability:

The institute has seven campuses spread over different cities of Punjab Province but one

is in Islamabad. All these campuses are ISO 9001 certified. The Quality Enhancement

Cell is fully operational. The institute has 2170 full time faculty members and 23% hold

Ph.D degrees. The COMSATS Institute is degree awarding, but is still striving to obtain

the status of a university. It has established itself well and generates more than 50% of the

financial resources from its own efforts. The remaining amount is provided by the

government. The expansion spree need to be checked and consolidation to be focused.

The Business plan is doable if the institute properly plan and launch faculty development

program.


DOW University of Health Sciences (DUHS),

Karachi




DOW UNIVERSITY OF HEALTH SCIENCES (DUHS),

KARACHI

DOW University of Health Sciences was established in 2004 with three institutions but in

2012 this number has increased to fifty one departments. The available faculty constitutes

571 members out of which 205 posses Ph.d. / FCPS / MRCP / FRCS degrees /

qualification. This is about 36%. The SWOT analysis done by the university reveals that

the variety of courses and distance learning are its key strengths. The later is a unique

approach in Medical Sciences, otherwise often used in Education delivery. The law and

order situation and non-availability of skilled human resources are problem area. The

multi level evaluation system is professional approach to improve and sustain the quality

of education. The current enrollment is 6100 to be increased by 200 students every year

for the next five years. This is quite an achievable target. The office of Research

Innovation and Commercialization (ORIC) has been established but no substantive

activity has happened under this office.

The university is exploring the possibility of dual degree programs in collaboration with

foreign universities and 24 delegations have visited universities / academic institutions

abroad and 120 arrived in DUHS. The total revenue, including the government grants,

generated during 2011-12 has been Rs. 2593.5 million and the expenditure during the

same period was Rs. 2598.2 with a deficit of Rs. 4.7 million. It reflects that university

manages the finances reasonably well.

As mentioned in the Business Plan, the university has introduced modular curriculum in

Medical Education which is not practiced in Medical Colleges / Universities in Public

sector. This should be further developed and promoted.

The information and projection provided in the Business Plan is not internally consistent.

As an example there are three different figures of enrollment and projection of different

sections. There is no reflection of the faculty development program nor any projection.

However, the Ph.d. enrollment would be increased by six candidates every year which is

too low and that too is not exclusively for DUHS.

The information provided in the Business plan is internally inconsistent. The statements,

and figures about enrollment, faculty, research, publication etc. varies in different

sections. Average yearly research publication is 60 papers and at another place it is 120

and after few pages the number is 150 but none in impact factor journals.

The international research collaboration is being done with eight foreign universities and

MOUs have been signed with twenty. This is reasonable effort.



Karachi




On the basis of the information provided in the business plan some points need to be

highlighted. The report is internally inconsistent which reflects that the plan has been

prepared casually and without serious effort. There is hardly any faculty development

program. It only mentions the baseline figure and then projection lopsidedly. ORIC has

been established but not yet activated because no commercialization has been done.

DUHS has also lagged in research. It is recommended that Business Plan should be

revised seriously to remove inconsistencies and giving projected figures appropriately.

The faculty development programs must be planned and implemented as SWOT analysis

mentions dearth of skilled human resources as a major threat. The status of research is

terms of number and quality is not clear. But it seems that it needs special attention. The

distance learning program and the modular approach are very good program but both in

its early phases. There should be further strengthen to earn enhanced credibility for the

university.

Findings:

i) The preparation of Business plan warrants a serious effort which is missing.

ii) SWOT analysis is done casually. The two important areas of Research and

Faculty development are not of significance in the report.

iii) Distance Education and Modular approach in health education are innovative

efforts hence need further development.

iv) Financial resources is not a problem area and simultaneously DMHs has

managed the financial control well.

Recommendations:

i) The university need to understand the importance of Business plan as planning

and operational document.

ii) DMHs is the good position to launch flexible degree and training program for

resource generation.

iii) Comparative advantage of the university in distance education and modular

approach should be strengthened.

Doability:

The information and projection provided in the Business Plan is not internally consistent.

There are three different figures of enrolment and projections of some components in

various sections. The past performance of the University in the components of research,

enrolment, faculty development and commercialization has been medicure. The financial

performance is quite moderate however efforts have been indicted for resource generation

in the business plan. The University is exploring the possibility of dual degree programme

which is in some ways a new approach in medical education. In view of the performance



Karachi




of the University it seems that business plan in its present form would not be doable

unless major changes are made.


Fatima Jinnah Women University, Rawalpindi Improved Strategic Management Planning and



FATIMA JINNAH WOMEN UNIVERSITY,

RAWALPINDI

Fatima Jinnah Women University is the first women university established in Pakistan in

1998. In 2013 FJWU offers 36 degree programs to 5170 students. The employability of

university graduates is 41%. The full time faculty constitutes 150 members including 2

with Ph.d. degrees which is 20%. The number of publications for the current year is 50,

the level and quality of journal is not known. University has signed MOUs with 20

International universities / organization. The SWOT analysis reveals certain unique

strengths including an early child care center for staff, student and faculty members and a

radio station FM VOW (Voice of Women) 96.6 is broadcasted live by students under

communication and media studies department. This is also an exclusive female

institutions, which meets the demand of many parents. However the university lacks

hostel and transport facilities. The opportunities for future exists especially to offer Ph.d.

programs in different disciplines of social and management sciences. The financial crunch

is a possible threat for the institute. The SWOT analysis is a sketchy exercise and does

not identify properly the strength and opportunities.

The FJWU has established Office of Research Innovation and Commercialization (ORIC)

to promote entrepreneurial environment for researchers. The close liaison with small &

Medium Enterprise Development Authority (SMEDA) and Rawalpindi Chamber of

Commerce and Industry (RCCI) is progressing well. The annual budget for the year 2013

has been Rs. 922.2 million and the expenditure is Rs. 932.0 million with a deficit of Rs.

9.8 million.

The projected student enrollment would be enhanced to 6827 by 2018 from existing 5000

with an average annual increase of 365 students which would not be achieved in view of

capacity available with the university.

On the research side the university has focused more on the development of Research

projects and at present 18 research projects are being funded by different organization and

research funding is Rs. 43.3 million. The publication of research papers have not been

accelerated. The FJWU published 50 research paper in 2013 but the target for the

completion year of the Business Plan (in 2018) is 380 papers. This is somewhat lofty

projects. On the Human resource side with reference to quality of education, the

university has enrolled 33 faculty members in Ph.d. degree program. This is a good

strategy. However other possible opportunities for faculty training must be explored. If

the projection for faculty development is professionally implemented the number of

faculty members would be 165 from 50 in 2013.





The total revenue generated by the university in 2012-13 was Rs. 612 million including

the government funding of Rs. 307 million. The issue of financial sustainability remains

important. The university has identified some useful strategies for this purpose which

include broaden the range of degree programs with flexible entry, mode and fees, launch

market strategy for commercialization, strengthen research capacity, collaboration with

international and national organizations and provide consultancy services. The surge in

student enrollment also generate resources and organize events and activities like Funfair,

Gala, Mela, Bazar etc.

E-governance system, it seems is not a priority area for the university. There has been

neither any effort nor any serious projection available in the Business plan. The mindset

for e-governance has to be evolved and then create a system which promote e-governance.

Findings:

i) SWOT analysis has not been properly done because it did not find any

significant areas of opportunities and weaknesses / threats.

ii) There has been discrepancies in information specially figures. There is lack of

internal consistency in some places.

iii) Some information has been repeated many times and often with variation.

iv) The linkages with community is negligible. There has been no programs or

activities mentioned in the business plan for community outreach.

v) Publication of research papers in Impact factor or Indexed journal is not

known.

Recommendations:

i) The areas of strengths should be capitalized and launch advocacy and

awareness campaigns about the importance of FJWU for female higher

education.

ii) The discrepancies in data need to be removed and repetition of some

information need to be minimized.

iii) Research projects of the university must also generate quality research papers

for publications in addition of resources generation.

Doability:

The SWOT analysis has been done casually. However some useful strategies have been

identified which include broaden the range of degree programmes, flexible entry mode,

fees structure and above all launch innovative market strategies. The University generated

50% of its recurring budget from its own resources. The University research program is

doing well with 18 research projects for which the funding of Rs.43.3 million have been

provided by national/international funding organizations. The performance of University





demonstrates that the financial dependency on the government would decrease through

commercialization activities with the help of ORIC. With some modifications in the

business plan it would be doable.


Government College University, Faisalabad Improved Strategic Management Planning and



GOVERNMENT COLLEGE UNIVERSITY,

FAISALABAD

The Government College University Faisalabad started in 1897 as a primary school and

elevated to the status of the university in 2002. The total student enrollment in 2013 is

16895 including 7719 females (46%). University offers 106 degree program including

distance learning opportunities in varied disciplines from B.A./B.Sc. to Ph.d. level and

intends to add 32 new programs by the completion of Business Plan. The faculty

comprises 763 teachers including 243 Ph.d. degree holders which is 30%. University

offers Ph.d. scholarships with career development opportunities and incentives under

faculty development program. The number of Ph.d. faculty is science and technology

disciplines is 187 and in social / administrative / oriental languages & literature is 50.

This reflects an imbalance approach in faculty training but the trend continues.

The SWOT analysis is dominant in mentioning weaknesses and threats. The strengths are

affordable for structure and large number of high qualified faculty in science and

technology. The opportunities include growth potential, collaboration with industry for

which Faisalabad is known and also commercialization of university products. However

there is lack of checks & balances optimum use of funds and facilities, resources for

faculty development, collaboration with industry, market needs and too much dependency

on government. The threat include brain drain, emergence of private sector educational

institution of higher learning and imbalance between supply and demand of higher

education. About 50 MOUs have been signed with National and International

universities/ donors/ agencies as a result university in 2013 is working on 55 projects.

The number of publications as mentioned in the Business Plan is 710 International and

2485 national. Both the figures seem to be incorrect.

Despite the declining student enrollment from 15924 in 2011-12 to 14425 in 2012-13, the

university has planned to surge enrollment by 7512 students by 2018 touching the figures

of 21357 and if distance learning students are added the total enrollment would be 32732

by the completion of the plan. The university has established ORIC and have made it

operational for the purpose of research and commercialization. It has also strategized to

create an innovative and entrepreneurial environment to generate research of applied

nature and of high quality. During 2012-13 university published 208 research papers and

intends to take this number to 1125 by 2018 which looks ambitious may be unrealistic. In

the ICT performance of the university is modest and striving to establish the ICT system

and then launch effective programs. The number of teachers would increase to 1200 from

763 by 2018. But the faculty development program is quite insignificant and brain drain

would make more difficult. On the financial side university has an income of Rs. 1471


Government College University, Faisalabad Improved Strategic Management Planning and



million during 2012-13 and expenditure Rs. 919 million. The expenditure reflects only

the recurring side and does not include development expenditure. The amount of budget

for 2013-14 has been enhanced by 15% of the previous year budget. Overall the

university has been using the financial resources prudently but expecting increased

amount of funds for budgetary support.

Findings:

i) The number of faculty members with Ph.D degree is 30% which is modest.

The balance between social sciences and sciences (Basic, Pure, Applied) with

Ph.d. faculty is heavily tilted towards the sciences. This policy still continues.

ii) The brain-drain of faculty members and insufficient opportunities for further

training would make the faculty projection quite unrealistic.

iii) The heavy dependence of the university on the government for funds is not

going to be fulfilled.

iv) Faisalabad is the industries hub of the country with enormous commercial and

research opportunities which has not been effectively pursued.

Recommendations:

i) Faculty development program needs to be launched for the purpose training to

obtain Ph.d. degrees. Social sciences and humanities disciplines should have

level playing field to complete for Ph.d. program.

ii) Incentive schemes for the Ph.d. faculty would minimize the brain-drain.

iii) The university would plan to generate resources by launching different

programs, innovative schemes, public-private partnership etc.

Doability:

The University has performed well in maintaining and sustaining financial discipline. The

female enrolment is 46% of the total number which reflects gender balance and

accessibility of education to females. The Ph.D faculty is only 30% and that too mostly in

social sciences. More opportunities are being created by the University for the training of

faculty from its own resources. The University is located in the industrial hub of the

country and would potentially generate increased financial resources as already working

on 55 projects funded by the private sector. The University has an established

infrastructure because it was elevated from the degree College already functioning for the

last more than half century. The overall record of achieving different targets is good. The

University has the capacity to implement the business plan with some modifications by

adding facilities for faculty training to obtain Ph.D degrees.


Government College University, Lahore Improved Strategic Management Planning and



GOVERNMENT COLLEGE UNIVERSITY, LAHORE

Government College University was started in 1867, with 9 students and raised to the

status of the university in 2002. It comprises of two campuses 4 faculties, 20 departments

and offer degrees in 68 disciplines from B.A./B.S to Ph.d. level. The SWOT analysis

reveals that the university reputation and brand name in a big strength to attract talented

students and well qualified faculty. The exceptional research facilities in the selected

academic disciplines includes Physics, Mathematics and Bio-technology. It has affordable

fee structure for students coming from families with average income of middle and lower

middle class. The center for special students is a unique intervention in a general

university. the weaknesses include shortage of senior faculty in social sciences, retention

of faculty and inadequate IT infrastructure. The opportunities consists of

commercialization of research output, strong liaison with reputed international institutions

and large number of institution desirous of affiliation with GCU. The possible threat is

the private sector which offer higher salaries to teachers and political interference in the

college affairs.

The GCU has established ORIC to promote research culture in the institution. The ORIC

is working efficiently and the university extends research grants to scholars to ORIC. The

incentive schemes for researchers includes a cash awards of Rs. 10,000 & Rs. 5000/- for

publication paper in ISI ranked international journal and HEC ranked national journal

respective. A remuneration of Rs. 100,000 is awarded to the faculty member who guide a

Ph.d student to complete his degree program. The university intends to expand the

horizon of doctoral program but there has been no program delineated for faculty

development. Curriculum revision is another weak area of the university. this is manifest

from the serious reservations shown by the student about the quality of the degree

programs. As per the rank order no program was awarded grade ‘A’, only 5% programs got B and 95% of the program were C and D which constitutes satisfactory and

unsatisfactory. This is a serious issue which demands immediate and professional

attention. However the results by which the teachers were evaluated suggest 52%

obtained grade ‘A’ and 38% got ‘B’ and less than 10% got ‘C’.

GCU student enrollment has been 7199 in 2012-13 would be surged to 11594 in 2018

with an average annual increase of 680 students. The publication of papers per year both

at national & international level is 346 based on the average of last ten years. The

linkages and collaboration with foreign universities has performed well in the form of

student & faculty exchange, joint research projects and field visits, internships and job

placement.





The total number of faculty members in the university is 420 out of which 146 hold Ph.d.

degrees. In addition there are 37 foreign professors. The ratio of Ph.d. faculty is 34%

which needs to be improved but no faculty development program has been reflected in the

Business plan. Although university has enrolled 470 Ph.d. student but they are neither

their employees nor working for GCU.

However university has performed well in developing linkages and collaboration with 98

foreign universities. On the financial side the total revenues for 2012-13 of GCU has been

Rs. 815.7 million inclusive of government grants of Rs. 531 million and Rs. 284 million

generated by the institution. The savings or surplus is Rs. 72 million. The projection for

income by 2018 is Rs. 1667.5 million and expenditure for the same period would be Rs.

2039.1 million with deficit of Rs. 371.5 million. Ironically the GCU instead of

minimizing the deficit is anticipated a much higher figure.

Findings:

i) Report is not internally consistent in providing information about different

sections. The data varies of the same component on different pages.

ii) Despite the establishment of ORIC the commercialization activities have not

been promoted. Private sector has been perceived as a threat.

iii) Increased student enrollment, opening another campus and enlarging

infrastructure support do not improve the quality of education.

iv) Faculty development program and the quality of degree programs are the

issues which need special attention.

Recommendations:

i) The university research activities and commercialization efforts need to be

reoriented with market demands.

ii) Improve in course contents revision of curriculum and delivery system

demand special focus.

iii) Private sector is a competitor and not threat, and provide professional

challenges which should be accepted and addressed.

iv) Consistency is a key attribute of report writing which should be practiced.

Doability:

This University was also elevated from a College which was established in 1867. Hence

the physical infrastructure and academic traditions have been inherited by the University.

The quality of education as rank ordered by the students have been graded ‘C’ for 95% of its programmes. This is a matter of concern and reflects that curriculum revision has not

been given much importance. However, the record of research publication is good and so

is the collaboration with foreign universities. The most unique feature of this University is





that 37 senior professors from foreign universities are working here specially in the field

of mathematical sciences. This in fact reflects the credibility of the institution. The

financial management is prudent and reflects surplus budget. With some modifications

the business plan would be doable.


Hazara University, KPK Improved Strategic Management Planning and



HAZARA UNIVERSITY, KPK

Hazara University Business plans covers the period from 2013-18. One unique feature of

this university is that it has two departments namely Tourism and other is Conservation

Studies which no other university offer these degree programs. The university was

established in 2001 and its 2012 student enrollment is 10327 with male female ratio of

60:40. The teaching faculty constitutes 450 members out of which 100 are Ph.ds mostly

from foreign universities. The number of Ph.d. faculty member would be increased to 250

over the next five years. The average annual output of 30 Ph.ds for five years is an

ambitious target but no impossible. It requires programmatic planning, resources

generation and prudent financial control.

The university has identified its weakness and strengths at the outset of the business plan

through SWOT Analysis methodology. The major threats include political interference in

university management, ever increasing gap between income and expenditure, lack of

coordination among different departments of the university and scarcity of skilled and

professional administrative and support staff. The existing social harmony is a strength

and at the same time there is minimal sectarian violence and terrorism. Terrorism offers

unique opportunity to the university and enrich the university financially and socially.

Curriculum revision and effective delivery system as teaching learning tools are followed

regularly. The projected figures for students enrollment is 20,000 by 2018 which is a huge

number and almost 100% increase from 10327 students. It would be necessary that

physical facilities, necessary infrastructure and well qualified faculty must be in place.

The university as made some successful efforts to create linkages with foreign

universities of repute for faculty training, student exchange program and joint research.

Although no ORIC has yet been established but university endeavours to create linkages

with industry, community and other commercialization activities.

Human Resources Development is the key indicator for quality education but within this

bread category faculty development and research occupy pivotal role. The recruitment

and retention policies are also important. The existing non-Ph.d faculty members

constitutes 350 members. They all need training and it would not be feasible to send all of

them abroad so it is recommended that phased program of faculty training must be

prepared in which these members would be encouraged to enroll in Pakistani universities.

The selected teachers should be given incentives of generous study leave and reduced

work load while studying for Ph.d. degree.

The university has managed finances very well which is manifest from financial

discipline and expenditure control. During 2012-13 university generated Rs. 427.43


Hazara University, KPK Improved Strategic Management Planning and



million from its own resources and obtained grant of Rs. 258.80 million. Hence the total

revenue has been Rs. 685.54 million and total expenditure for the same year was Rs.

627.67 million with surplus budget of Rs. 58 million.

Findings:

i) The political interference in the management of university affairs, appointment,

promotion and placement of faculty & staff is a major hindrance in the

development of university.

ii) The university has done well to generate financial resources and also minimize

the gap between income and expenditure.

iii) The efforts are being made to develop linkages with industry and community

without the establishment of ORIC.

iv) The financial discipline is well maintained through effective measures for

expenditure control. The Business plan mentions surplus budget of Rs. 58

million.

Recommendations:

i) It may not be possible to completely mitigate political interference but it can

be minimized through some training of politicians and the management skills

of vice chancellor.

ii) The financial crunch has to be addressed by launching resources generation

programs. It may include short professional courses in the evening,

consultancy services offered by the university or the use of university facilities

for commercial purposes.

iii) ORIC needs to be established and it would be useful in the promotion of

commercialization efforts of the university.

iv) The maintenance of financial discipline and expenditure control should

continue to be modernized further.

Doability:

The SWOT analysis methodology for future planning is used well. But the projection in

enrolment to 20,000 by 2018 from existing 10327 is unrealistic. It would require qualified

faculty and physical infrastructure. The University is located in a province where law and

order situation is quite serious. Despite that university generated 60% of financial

resources from its own programs which is an indication of prudent management of money

and other resources. As a result it has surplus Budget of Rs.58 million. Although

university is negatively affected by the political interference in the administration matters

but it has managed quite a large body of students with 450 faculty members and 100

holding Ph.D degrees. Hence the performance of the university is a good indicator that its

business plan is doable.


Institute of Business Administration (IBA), Karachi Improved Strategic Management Planning and



INSTITUTE OF BUSINESS ADMINISTRATION (IBA),

KARACHI

The Institute of Business Administration Karachi was established in 1955. The SWOT

analysis of the institute reveals that its key strength is the excellent reputation and brand

image and top quality student intake. Another attribute of the institute is the strong ethical

approach pushing students to hard work with integrity. The closer linkages with industry

is another positive indicator. Generally the IBA is regarded as the best Business School

in the country and it continues to be so for the last many years. However limited

availability of top class faculty and lack of cutting edge research are the weaknesses. In

future perspective the global job market is growing and opportunities would emerge for

industry based research activities. The security situation in Karachi and the depleting

government and foreign aid is required as problem area. The institute generates 81% of its

revenue from its own sources and only 19% is from the state even then the dependency

culture pervades.

From the student perspective there is lack of guidance, mentoring, soft skills and

community services. On the research side, faculty is hardly engaged in research and

providing consultancy services to industry despite good opportunities. Similarly research

publication is indexed and particularly in Impact factor journals is missing. In the human

resources side the lack of Ph.d. faculty is a major challenge. Financial management and

control is performing well but expectations of increased state funding continue to grow.

The institute has a regular and rigorous regime for curriculum revision which is reviewed

every year. The declining trend of student enrollment for the last three years is of

significance. In 2011 the decrease was 9% and in 2012 it was 5%. Although no reason for

this trend is given in the report but one possible cause could be the offering of Business

education degree programs at B.A., M.A, and Ph.d. level in majority of HEIs both in

Public and Private sector. The student enrollment in 2012-13 has been 2218 and then

projection for next year 2014 is 2376 depsite the fact that the enrollment is declining

during last few years. The total number of faculty member are 74 out of which 33 holds

Ph.d. degrees which is about 44%. By the completion of Business plan in 2018 the

number of faculty members would increase to 101 with 48 Ph.d. which would about 50%

faculty with doctorate degrees.

The institute follows an exemplary management of financial control. Its total revenue for

2011-12 was Rs. 1361.5 million of which government both federal & provincial provided

only Rs. 118 million. The expenditure for the same period was Rs. 1432.9 million with

deficit of Rs. 71 million. The institute did not borrow this amount from any Bank or other

financial entity but used it from its own reserve funds. In terms of percentage the institute





generated 81% financial resources and government provide 19% funds in a financial year.

The future challenges, which means the next four years or so of business plan, are faculty

development, quality enhancement, linkages with community and industry and resource

generation.

The business plan has mentioned faculty development program but there is no clarity how

to achieve it. However the institute provided opportunities to its faculty to attend 93 short

courses including 35 foreign courses. The business plan provides extensive information

about the degrees, programs, courses grading system etc.

Findings:

i) This 228 page document is more of a student catalogue than a Business Plan.

It could have been better prepared within less than half of its volume.

ii) The faculty development has been highlighted as a problem area but no

specific or comprehensive plan is provided for this purpose.

iii) Similarly research efforts have been considerably lagged behind. Publications

and use of research for industry and community is lacking.

iv) ORIC is not established and it does not find any reference in the Business Plan.

v) The issue of quality has been raised but how to address it is the main question.

Recommendations:

i) The IBA must plan a comprehensive program to train its faculty and also hire

highly qualified faculty with market based salaries. The incentive schemes and

programs should be introduced.

ii) Since the institute has not set any ambitious targets and projections which

means the objectives would be achieved thus the IBA should be encourage to

important its program.

iii) The establishment of ORIC would certainly help to use of the research for

commercialization.

iv) The institute is almost self sufficient and it should continue to generate more

resources through new and innovative programs of training.

Doability:

The institute carries a ‘brand name’ by offering quality education in the discipline of business administration. The financial management is exemplary. The University

generated 81% of the funding from its own resources and this is the only institution

scoring so high on the financial sustainability index. There has been slight decrease of 5%

in students enrolment in 2012. This is because of the availability of many business

schools and business education programmes which have surged in private sector without





any regard to quality of education. However, the IBA has not made any compromise on

the excellence of degree programme. This business plan would be doable with some

facilities for the improvement of faculty training.


Institute of Management Sciences, Peshawar Improved Strategic Management Planning and



INSTITUTE OF MANAGEMENT SCIENCES,

PESHAWAR

The visit to Institute of Management Sciences (IM Sciences) Peshawar was undertaken on

May 19, 2014. Meetings were held with different faculty members and some

administrative staff. The institute was established in 1999 with only two programs and

180 students. It has now 2874 students and twenty-one (21) degree programs.

The Institute is one of the small public sector universities and offers courses mainly in

three disciplines which include Management Sciences, Computer Sciences and

Economics. However different specialties of various levels are offered with these courses.

The total number of faculty members is ninety (90). Among them thirty (30) holds Ph.d

degrees mostly from foreign universities of repute. Sixteen (16) faculty members are

abroad enrolled in different universities for Ph.d program and three (3) faculty members

are completing doctoral program from Pakistan. The targets of forty (40) faculty members

to earn doctoral degrees during 2014 would be difficult to achieve. However for 2015 the

projected number has to reach sixty (60) which is even a bigger challenge. This needs

proactive strategy of faculty development by launching generous study leave program,

partial funding for Ph.d. degree and active support and assistance to obtain admission in

foreign universities. The Institute grants study leave with pay and reduction of 50% of

teaching load if the scholar is enrolled in IM Science for doctoral program.

The institute undertook the need analysis through SWOT strategy and identified the

strengths as a small business school with highly qualified and committed faculty. It has

lean organizational structure and tries to capture market leadership and identify potential

for new academic programs. One of the major threats is the law and order situation of

KPK and Peshawar. One key lesson of IM Sciences is that “Small is beautiful” as E.F. Schumacher has written. Hostile environment minimize the job opportunities for

graduates because economic activity is restricted. It has constrained the industrial linkage

because of the insecure and unstable ethnic and political situation.

The Institute is managing the financial resources prudently with the minimum burden on

government but money as usual is always required specially if it is available as

government grant. The budget of the Institute for the year 2011-12 has been Rs. 276

million but Rs. 189 million were generated by the Institute itself which is almost 68% of

the total budget and the remaining amount of Rs. 86 million were provided by the

government.





The Institute is well focused in providing trainings and skills through Human Resources

Development Centre established in 2003. It regularly conducts programs for Training of

Trainers (TTs), Rule of law, Peace Building conferences, Capacity Building of teacher of

IM Sciences. Hence it invests considerable amount in Human Resources. The role of

ORIC is to support and assist in designing researches and prepare faculty members for

various aspects of research activities. It has been making efforts successfully to develop

industry linkage through applied research in economics, computer and management

Sciences. The career development centre guides students for Internships and jobs. The

Entrepreneurship Development Centre works for Sustainable Economic Activities. The

IM Sciences has established strong bases of Institutional development and networking.

The Business incubation center is another such effort. The faculty and students have

benefitted from International donors through exchange visits, scholarship program, and

also financial aid. French government has provided need based Merit Scholarship

program for 4 years from 2012 to 2016 for the amount of 42,640 Euros to the Institute.

Despite Institutionalization efforts and good Human Resource Development Program the

research remains a weak area of IM Sciences. The key reason is that IM Science mostly

focused on teaching because of relatively small number of faculty members. In addition

the political and security situation is not conducive for any big research or economic

focused projects. However the Institute has yet to develop a good research based program.

The innovation and commercialization efforts of the Institute rests within the ambit of

ORIC but it has only tried to develop social linkages with business enterprises.

On the financial accountability score the Institute has done well. Its new and expanding

campus generates about 70% of its income on the recurring side which is good. The

quality of education is another area on which the Institute has priority. The efforts for

faculty development, curriculum revision and market need based courses, attracts

admission in different applied discipline. The Institute provides very conducive

teaching- learning environment. This all reflect that strategic management, planning,

accountability, quality of education and industry linkages are progressing well and

expected to accelerate during the next four years.

Findings:

i) The institute has 33% faculty with Ph.d. degrees. The university has launched

incentive schemes for faculty to improve their qualifications and obtain Ph.d.

degree.

ii) The law and order situation in KPK in general and Peshawar in particular

negatively effect the job opportunities for the graduates of the Institute.

iii) The Institute generated 68% of funds for the budget from its own resources

and 32% is provided by the government.





iv) The linkages with community by offering different short term skill programs

are working well.

v) Research is a weak area of the Institute. The culture of research is still

developing. The institute primarily focus on teaching of different courses &

degree programs.

Recommendations:

i) The Institute should encourage its faculty to benefit from the incentive

schemes to obtain Ph.d. degree.

ii) The institute should further explore linkages with industry through the

effective use of ORIC and launch commercialized program.

iii) Research needs special emphasis by the Institute. It is one of the key quality

indicators.

Doability:

The institute is comparatively small in terms of its enrolment and faculty but quite strong

on the financial management. It generates about 70% of the financial resources and

government contribution is only 30%. The curriculum and the quality of degree courses

are in line with job market hence the graduate of the institute are in great demand in the

market. The incentive scheme introduced for faculty development is a positive effort. The

business plan is good and doable.





LIST OF PARTICIPANT

Institute of Management Sciences, Peshawar

S. No. Name Designation

1. Dr. Muhammad Mohsin Khan Director

2. Dr. Muhammad Ali Joint Director

3. Mr. Iftikhar ul Amin Deputy Director

4. Dr. Fahad Abdullah Coordinator BBA

5. Dr. Saleem Gul Coordinator MBA (Morning)

6. Dr. Atta-ur-Rehman Coordinator B.Sc/M.Sc Economics

7. Dr. Muhammad Nauman Coordinator MS/PhD (Management)

8. Dr. Tamleek Ali Tanveer Coordinator Systems & ERP

9. Dr. Zafar Zaheer Coordinator R&D

10. Mr. Muhammad Azam Farooq Coordinator HRDC

11. Ms. Shandana Shoaib Lecturer

12. Mr. Waqar Ahmad Manager P&D

13. Mr. Shaharyar Khan Grants Manager

14. Mr. Bashrat Hameed Deputy Coordinator QEC

15. Mr. Muhammad Imran Khan Controller Finance

16. Mr. Muhammad Irshad Manager Audit

17. Syed Wajeeh-ul-Hussain Coordinator Establishment

18. Mr. Umair Aziz Siddiqui Assistant Manager (Development & Advancement)

19. Dr. Sarfraz Khawaja Consultant HEC


International Center for Chemical and Biological

Sciences (ICCSB), University of Karachi




INTERNATIONAL CENTER FOR CHEMICAL AND

BIOLOGICAL SCIENCES (ICCSB), UNIVERSITY OF

KARACHI

The International Center for Chemical and Biological Sciences (ICCBS) is a reputed

professional institution. The center is an institution of the university of Karachi and

follow university rules for the introduction of new programs or expansion of existing

programs. But the center has complete university establishment with vice chancellor.

Does it create diarchy? It offer courses and degree programs in all branches of chemistry

and chemical sciences. The center has focused on excellence and training Ph.d. students

and scholars. The SWOT analysis reveals that it is one of the best research Institute in

Islamic world in the field of chemical and biomedical sciences. It has however used lot of

‘superlative’ and ‘adjectives’ such as only one, best, highly, world class etc. The state of the art laboratories is another strength of this organization. The key weakness is brain-

drain because of the precarious law and order situation of Karachi and international

demand of trained faculty in specialized fields. The opportunities it offer has great

attraction and potential of collaboration with pharmaceutical and agrochemical industry.

It has the capacity to sustain financially at post graduates level without government grant.

However the government support would be required not only for development activities

but also for professional support and linkages. The center has published over 4000

research papers in top international journal in one year as reported in the Business plan.

The figure looks like misprint or exaggerated but have kept it like that. How many in

impact fact journals is not mentioned. It has successfully filed 12 US and 12 National

patents. The center is a good example of public-private partnership and properly certified

and well recognized by twenty two international organizations. The enrolled number of

Ph.d. students in 2013 is eighteen and this would be increased to seventy by 2018. The

center has the professional capacity to achieve this target. The number of faculty

members in 2013 were 63 and projection for 2015-16 is 150 which is quite unrealistic.

The center could add only 6 faculty members in one year from 2012-13. There is no

tangible program for faculty development such as who would provide funding. The

institute not need to provide facilitates for Ph.d. studies to its own faculty or some special

incentives as study leave or work load. On the financial side the center generated Rs.

1041 million during 2012-13. There is no mention as how much and where has been

expanded. About 50% of the total income was provided by government grants. The report

mentions Annex ‘C’ for expenditure detail but there is no Annex with the report.

The center has not established ORIC though it has good reputation of innovation and

industrial collaboration. There seems to be some dichotomy with the establishment of the







center viz-a-viz university of Karachi. There seems to be truncated authority &

responsibility between the center and the university.

The center offer good commercial facilities to generate funds. The space for rent for

corporate dinner & lunch, training & workshops, corporate meetings or to conduct

conference or a seminar are available with numerous options is available.

Another important and innovative step of the center is the establishment of diagnostic

laboratory for highly specialized tests for diagnostic purpose with skilled staff and state of

the art equipment.

In conclusion, ICCBU is a specialized center which offer degree program of M.Phil /

Ph.D. level and training to professionals. There seems to a diarchy in responsibility &

authority between Karachi university and the center. Publication of research papers

numbering 4000 in a year is exaggerated or incorrectly typed. Information is missing

about the number of Ph.d. faculty members as well as the annual expenditure statement.

Business plan mentions the annex A, B & C but there has been no annex attached. The

faculty development program is missing in the report. The center generates 50% of its

revenue with its own efforts. This reflects good planning and system of financial control.

It is recommended that diarchy or any confusion need to be removed. The Ph.d.

enrollment should be enhanced and also admit its own non-Ph.d. faculty. The use of

superlatives and too much adjectives should be avoided is writing such plans and reports.

Annexure, if prepared, should form part of the report. ORIC needs to be established to

further promote commercial activities of the center. The interaction of the center with

community is minimal which should be enhanced.

Findings:

i) The center need highly specialized faculty which is not available.

ii) The commercial facilities for corporate use to generate resources. But use of

research need to be stressed for this purpose.

iii) ORIC not established yet.

iv) The diarchy between the center and university of Karachi.

Recommendations:

i) The center should provide training to Ph.d. students so that faculty

requirements should be met.

ii) Research need to be generated to support commercialization activities.

iii) The interaction with the community need to be strengthen and avoid the

impression of working in Isolation.







iv) ORIC need to be established.

v) The truncated authority and responsibility between the center and Karachi

University needs to be addressed.

Doability:

The centre is a highly sophisticated institute of higher education with small enrolment. It

has successfully filed 12 USA and 12 national patents. This institute has been recognized

as a Centre of Excellence by 22 international organizations. The government provides

more than 50% of the funds to the centre but it needs to generate resources through

commercial enterprises. It seems that the business plan would be doable because of its

excellence in research but centre needs to enhance enrolment and provide training

facilities for the faculty development. The government has to provide 50% of the funds to

the centre because of its special programme of research and insufficient number of

students. The plan is doable.


International Islamic University, Islamabad Improved Strategic Management Planning and



INTERNATIONAL ISLAMIC UNIVERSITY,

ISLAMABAD

The International Islamic University was established in 1980 with only 9 students. In

2013 the university has enrollment of 22000 student including 10,000 female students and

1847 international students. The enrollment target for 2017-18 is 32396 students. IIUI has

two sections one for male and another for female but the quality of facilities are of equal

standard in both sections offering 131 degree programs. At present it has 9 faculties to be

increased to 11 by 2017-18. Similarly 42 departments would be enhanced to 53 by the

completion of this business plan. The Ph.d. faculty members constitute 25% of the

academic staff of 615 in 2013 and this would be increased to 37%. Also funding for

development and recurring activities need Rs. 2599.2 million.

One of the priority areas of the university is the quality of education and take measures to

implement it. The university has laid down and practice three major strategies for this

purpose which includes linking quality improvement with incentives and recognition,

develop self assessment mechanism for all academic programs (prepare self assessment

report for each program) and Monitoring & Evaluation of all courses and teacher for

existing academic programs.

The research is the next focus component. It has not only established ORIC but it is fully

operational and providing strategic directions in research, innovation and

commercialization.

The SWOT analysis has been done very professionally by the university. The strength

identified by this exercise includes a holistic approach with a balance between religious

studies, science and humanities, interdisciplinary learning and teaching and its new

campus emerging as a symbol of Islamic architecture. The weakness constitutes a gap

between student education and job market, lack of integrated use of resources to facilitate

the university’s transformation, aging faculty moving towards retirements and teaching faculty management is needed. The opportunities for IIUI is partnership with industrial

sector, equip university with keen understanding of business trends to create better &

more possibilities for the career path of students, modern citizen mustered with education

both in science and art, multidisciplinary skills, culture creativity and service industry,

and character building of employees. The major threats for the university includes

stereotyped views that IIUI is merely a religious education institution, wrong impression

of conservative culture with insufficient appeal to understanding students and weak

connection with business world and industry. This is thus for the best analysis done the

SWOT exercise.





The university has already signed 75 MOU with industry for research and consultancy.

The revenue generated by the IIUI for financial year 2011-12 was Rs. 2144.9 million and

the recurring expenditure for the same period was Rs. 2171.9 million with deficit of Rs.

27 million. The financial control is effective however it has the potential to improve and

avoid deficit financing. The university is collaborating with 75 international universities /

institutes / organizations. This includes student exchange, research project, faculty

development and degree programs.

If we talk about the quality aspect on the basis of faculty development and research, the

university needs to make serious efforts. The percentage of faculty with Ph.d. is 25%

which is relatively small but strangely no planning or even emphasis has been given to

the faculty development program except to mention that it would increase to 37% by

2018. This means that faculty development is of little or no significance in this Business

Plan. Second is research. Some future efforts to be made have been indicated but what is

the situation at present with publications, research output or curriculum revision is not

mentioned hence it is difficult to comment on the potential of the university to undertake

research activities. The information about the revenue generation by the university from

its own efforts & resources is not given. Just the tuition fees of 22000 students would be a

sizeable amount. The IIUI has performed in Managing the affairs of the university,

financial accountability is reasonable based on the figures at budget deficit and

enrollment.

It is recommended that IIUI must launch an organized advocacy program or campaign to

remove the stereo type about the university. Another area of focus is faculty development

program. It requires a planned and phased program, financial resources and incentives.

The aging faculty needs to be replaced with properly qualified faculty. The publication of

research and curriculum revision are other key requires which need improvement. There

has been no visible efforts of linkages with industry and community.

Findings:

i) Aging faculty is matter of concern especially when the Ph.d. degree holder are

scarcely available for replacement.

ii) Gap between student education and job market needs to be addressed through

curriculum revision.

iii) Lack of integrated use of resources and generation of commercialized efforts

must be addressed.

iv) Information gaps specially revenue generation by the university need to be

mentioned.

v) Stereotyped views that it is only imparts religious, is conservative and its

degree is not much respected in the open market.





Recommendations:

i) Launch an advocacy campaign to remove the stereotyped views.

ii) Aging faculty to be replaced but the faculty development program needs to be

strengthened to train Ph.d. students.

iii) Curriculum is necessary keeping in view the requirements for jobs markets to

facilitate students who complete degree programs.

iv) Resources should be utilized efficiently & effectively, avoiding wastage.

Doability:

This is one of the largest University in terms of enrolment of 22000 students with 50%

females. Although it carries a brand name but suffers from a stereo type view that it

imparts only religious education hence it is conservative. The SWOT analysis has been

done very professionally by the University. The financial operation is over Rs.2 billion

per year with effective financial control. But the aging faculty needs to be replaced with

properly trained and qualified teachers. The national and international linkages with over

75 research organizations, industries and teaching institutions have been established. With

provision of enhanced faculty development the business plan is doable against most of the

indicators prescribed in the plan.


Islamia University Bahawalpur Improved Strategic Management Planning and



ISLAMIA UNIVERSITY BAHAWALPUR

Historically a religious university was established as (Jamia Abbasia) in Bahawalpur in

1925. Subsequently it was declared a general university as Islamia University Bahawalpur

in 197. It has 39 teaching departments and offer 130 courses in different disciplines from

BA to Ph.d. level. IUB has 5 constituent colleges and two more campuses, one at Rahim

Yar Khan and other at Bahawalnagar. Both established in 2005.

SWOT analysis reveals that its geographical location adjoining Sindh and Balochistan

Provinces while the university is the Punjab province. Its “Cholistan Institute of Desert Studies” is a unique opportunity which offer degree programs. The IUB offers degree programs in pharmacy, chemistry, engineering, computer sciences, management studies

and many other modern applied disciplines. Thus the stereotype of religious education as

the mainstay is not applicable. University attracts large number of students for admission.

However IUB faces the problem of non-retention of faculty with Ph.d. degree hence the

faculty turnover is high. There is insufficient research and consultancy services in the

university culture and environment. There are opportunities which the university offers. It

has close collaboration with Middle Eastern countries and social linkages with UAE. It

has developed linkages with community and NGOs. The students from rich and well to

do families go to more urbanized universities and the remaining lot is admitted to IUB

hence the quality of intake in average. There are other institutions affiliated with private

universities located in Bahawalpur which attract the students. ORIC has been established

in the IUB and research schemes have been introduced and implemented. Basic research

would be complimented with applied research. The ratio of Ph.d. faculty member is 22%

and their number is 115 out of total faculty members of 510. By the completion of

Business plan the Ph.d. faculty would be 230 and the total faculty strength would be 900.

There would not be much differences of percentage. The IUB generated total revenue

during 2012 was Rs. 1421.9 million including Rs. 632.5 million from government funds.

The expenditure for the same period was Rs. 1345.4 million with savings of Rs. 76.4

million. There is repetition of the some content twice or thrice which can be easily

avoided and volume of Business plan could be reduced. The current university enrollment

is 16788 students would be surged to 24500 despite serious competition with private

sector and other institutions of higher education. During 2012 about 171 research

publications and projected number of publications for 2013 is 200.

The IUB as lagged behind in faculty development program. Neither any specific planning

nor any program has been mentioned how to double the number of Ph.d. faculty in four

years from 115 to 230. The projection is quite unrealistic and somewhat lofty.


Islamia University Bahawalpur Improved Strategic Management Planning and



There has been very little effort to develop linkages with international donors however

the intention to convert the university from traditional institution to corporate entity is

there. The interaction with community is nominal to extent of establishing career

development center. Similarly the curriculum revision and quality assurance is of no

significance in the Business plan. There has been so much repetition in the future plan of

action that pages after pages are reproduced.

Despite the establishment of ORIC there has hardly been any development in

commercialization with industry or market research. The planning and management

aspects as reflected in the business plan are quite weak. There has been no effort or

training program for the purpose of financial control.

Findings:

i) The non-retention of Ph.d. faculty is a problem because the opportunities for

highly qualified manpower and teachers are available.

ii) Research culture has not yet taken roots in the university environment and

same is the situation with consultancy services.

iii) Linkages with industry and any commercialization efforts are lacking.

iv) There has been no program of faculty development properly given in the

Business plan.

Recommendations:

i) Incentives for the retention of Ph.d. and highly skilled faculty need to be

introduced into the university human resource development.

ii) Faculty development and research and two key components of quality

enhancement. Both needs to be effectively planned and efficiently

implemented.

iii) Establishment of ORIC should be capitalized for the purpose of industry

linkages, commercialization and research.

Doability:

The University generated about 65% of the funds for recurring expenditure from its own

resources by adopting prudent financial discipline and saved Rs.76.4 million in a year. Its

“Cholistan Institute of Dessert Studies” is a unique organization which offers degree

programmes and the research opportunities for national and international students. But

22 % of its faculty holds Ph.D degree from the total number of 510 teachers. The

projection to increase the number to 900 by 2018 is unrealistic. There has been no

programme planned for the faculty development for the next five years. If the University

improves its commercialization activities and launch effective faculty development

programme then its business plan would be quite doable.


Khyber Medical University, Peshawar Improved Strategic Management Planning and



KHYBER MEDICAL UNIVERSITY, PESHAWAR

Khyber Medical University (KMU) Peshawar was established in 2007 with its

jurisdiction over the entire province of KPK covering Medical education both in Public

and Private Sectors. The Medical and Dental colleges would be affiliated with KMU and

it would be the examining body. In addition the specific role of the university would be to

promote basic Medical Sciences by offering M.Phil and Ph.d programs.

The university has done SWOT analysis which clearly demonstrates that there would be

two key inputs required for KMU. The first one is the Ph.d qualified faculty in the subject

of Basic Medical Sciences and undertake intensive research program. Secondly it would

need university building because at present it is housed temporarily in Khyber Girls

Medical College, Hyatabad. At present university & its affiliated colleges offer 15 degree

and certificate programs. But this number would be doubled in 2017 with 13 disciplines

would offer Ph.d degrees. The student enrollment at undergraduate level in 2013 is 936

students and would increase to 2890 at the completion of Business plan. Similarly the

graduate enrollment is 475 and would enhance to 1690 by 2017.

The major challenge is to hire regular senior teaching faculty specially professors (6)

Associate professors (8) and would need 14 professors and 26 associate professors. The

university has developed some linkages with very few universities. The university intends

to enhance collaborative research with Pharmaceutical Industry. It appears that university

has expended its scope to offer Ph.d. degrees in Basic Medical, Medical Sciences without

the availability of properly qualified and senior faculty members. The main function of

the university seem to be giving accreditation of different medical colleges of the

province including Tribal Areas and also monitor and improve the quality of Medical

Education.

The university has to make concrete efforts to ensure that affiliated college hire properly

qualified faculty in phased manner over the next five years. At present research and

consultancy are weaker areas of the university. The laboratories are not properly equipped

hence the opportunity for research is quite limited.

The university intends to establish four new KMU institutes including Pharmacy, medical

technology, herbal medicine, and institute of Basic Medical Sciences. The KMU as an

institute has made a modest but determined beginning and generated Rs. 144.60 million

during 2012-13 and obtained Federal government grant of Rs. 110.50 million. Hence the

total revenue for the year has been Rs. 387.85 million but the expenditure for the same

year was Rs. 473.633 million with deficit of Rs. 85.77 million.


Khyber Medical University, Peshawar Improved Strategic Management Planning and



This financial sustainability would be the key area of focus during Business plan till 2017.

One encouraging feature is that the KMU has earned profit of Rs. 22.276 million from

investment of current assets. The KMU has no plan for faculty development as well as the

research and commercialization activities through ORIC.

Findings:

i) The university needs proper and purpose built building because it is based at

present is the Khyber Girls Medical College.

ii) There is a serious dearth of Ph.d. faculty in Basic Medical Sciences not only to

teach but also to undertake research.

iii) Regular teaching faculty positions have not been filled. It affects the overall

performance of the university.

iv) The management and coordination role of the university is very important

because it has to oversee and to maintain quality control of all the medical

colleges, both public and private in KPK.

Recommendations:

i) The government must provide development funds for the purchase of land and

construction of building for the university.

ii) The teaching faculty in Basic Medical Sciences should either be trained or

hired from the open market.

iii) The vacant positions specially of the teaching faculty should be filled soon.

iv) The quality control of all the Medical colleges and Medical education

standards has to be properly monitored.

Doability:

The university is the custodian of medical education of the province. Its enrolment is

comparatively small because it offers degree programs only in basic Health sciences

mostly at Ph.d. level. By the same taken its faculty is small but it is deficient of qualified

professors in basic sciences. The university does not have its own building. In view of the

situation and problems the Business plan is not doable unless the massive efforts are

made to generate funds for construction of building and employ qualified faculty.


Kohat University of Science and Technology Improved Strategic Management Planning and



KOHAT UNIVERSITY OF SCIENCE AND

TECHNOLOGY

The visit to Kohat University of Science and Technology (KUST) was undertaken on

May 20, 2014. The University is located about nine kilometers outside the municipal

limits of Kohat City and carries an enrollment of 4000 students during 2012-13. About

1280 students graduated last years from different discipline obtained degrees of

B.A./B.Sc., M.A./M.Sc., M.Phil and Ph.d. The university campus is constructed in the

natural surroundings of mountains and some rugged terrain. Construction is attractive but

University is working in an uneven socio-political environment because of security

situation and overall law and order condition of KPK and other parts of the country. The

KUST was established in 2001 and working under government of KPK University Act of

2012.

Despite challenging setting and difficult Situation University is trying to operate regularly

and effectively with ninety (90) faculty members. Thirty-two (32) faculty members hold

Ph.d. degrees and twenty-seven (27) of them are working on Tenure Track System (TTS).

In addition twenty-six (26) teachers are already enrolled in doctoral program most of

them abroad and few in local universities. KUST encourages granting study leave for

faculty development and also launched a KUST incentive program for all employees

including faculty members. The employees in BS-1 to 16 get 30% extra pay under this

scheme and similarly BS 17, 18, 19, 20 and 21 gets Rupees 5000, 10000, 12000, 15000

and 18000/- respectively every month.

There are three main faculties which include Social Sciences, Biological Sciences and

Physical and Numerical Sciences. In addition there is a center of Religious studies. There

are sixteen major departments within these faculties and offer fifty-nine (59) degree

program. Under faculty development KUST has launched continuing education program

for faculty members in different disciplines. The University Business Plan 2013-17 has

set priorities for expansion. However the efforts made through the SWOT analysis for

need identification of strong and weak areas is not done professionally. The key strength

as mentioned in its business plan is 40% foreign qualified faculty members. But the

linkage of this faculty with industry and applied research is missing. The opportunity of

pharmaceutical collaboration with herbal industry has not yet been properly followed and

developed. The challenge for KUST is to utilize whatever opportunities arise in the

different situations for the development and innovation of the university. The ongoing

efforts and future programs of five years should be planned strategically to reflect

dedication and commitment of all the stakeholders of KUST.





The university published 177 research papers in 2012-13 and some in Impact factor

journals from discipline of physical, natural and mathematical sciences. The social

science remains a week research area as well as publication record. ORIC has been

established but it needs planned and sustained commercial activities with industry to

make KUST financially sustainable. The money is shrinking in the public sector hence

efficient and accountable system of management would stand the test time. ORIC has to

play useful role and develop linkages with industry. This is understandable that the

industrial development is very limited in Kohat these days however KUST has to make

linkages and business relations with mineral production, gypsum, cement industry and

recently development coal industry.

The KUST makes efforts to foster linkages with community and develop closer

relationship of higher education with them. The short training programs of interfaith

harmony, improving computer and English language skills of Madrassa teachers,

workshop on gender issues, human rights and college teachers are conducted as and when

the university faculty found time and resources to do these activities.

KUST has been trying to demonstrate prudence in managing finances and maintain good

financial discipline. During the current financial year university obtained government

grant of Rs. 324 million and generated Rs. 156 million through different service charges

and tuition fees. The total revenue was Rs. 483 million and total expenditure has been

Rs. 444 million with saving of Rs. 36 million. KUST not only deserves but definitely

need more financial resources because it is working in very difficult situation and conflict

ridden geographical proximity. The faculty and staff would most likely provide dedicated

leadership so that university becomes academically strong and financially viable.

The documentation, visit to KUST, meeting with faculty and staff demonstrates that the

university Business Plan reflects commitment. The government and donors (local and

international) should be generous financially to KUST and must appreciate that holding

the fort in such a difficult situation is a challenge but what is premium is that challenges

have been taken as an opportunity by the 4000 boys and girls enrolled in the KUST.

Findings:

i) SWOT analysis has not been done professionally hence the components

related to opportunities and threats are not properly identified.

ii) Despite more than 40% of faculty with Ph d degrees the research has not

gained priority in the university.

iii) The linkages with industry and opportunities to commercialize university

facilities / products are missing.





iv) Although the KUST has maintained financial discipline well through

resources generation and expenditure control but it needs to generate more

funds for faculty development, research and incentive scheme.

Recommendations:

i) ORIC has been established but it needs to play an active role. It is not properly

operational with only junior staff appointed to manage it.

ii) KUST needs to do SWOT analysis with the help of some expert so that the

outcome would be useful for university development.

iii) The opportunities with Pharmaceutical industry and herbal medicine need to

be expressed and developed.

iv) The KUST is working in an extremely difficult situation because of insecurity

hence it should be encouraged and supported by federal and provincial

governments both financially and morally.

Doability:

The university is located in one of the most threatened geographical area where security

situation is quite serious. Despite the fact university operates reasonably well with an

enrolment of 4000 students. Since the people are reluctant to work for the university

including faculty members hence the university gives 30% additional pay as an incentive

to the employees and faculty members. About 40% of the faculty hold Ph.D. degrees. The

university has maintained the financial control well with financial prudency and a

savings/surplus budget of Rs.33 million in a year. With provincial and federal support the

KUST Business plan is doable and the university performance supports this observation.





LIST OF PARTICIPANT

Kohat University of Science and Technology


1. Prof. Dr. Nasir Jamal Khattak VC, KUST

2. Prof. Dr. Fida Younas Khattak Dean, Faculty of Science

3. Prof. Dr. Shafiq-ur-Rahman Dean, Faculty of Biological Sciences

4. Dr. Abdullah Registrar

5. Mr. Mohammad Zakir Director P&D

6. Mr. Azad Khan Khattak Director Academics

7. Mr. Mohammad Zafar Khan Director Finance

8. Mr. Nadar Sarfaraz Assistant Director P&D

9. Ms. Yasmeen Assistant Director QEC



Lahore College for Women University Improved Strategic Management Planning and



LAHORE COLLEGE FOR WOMEN UNIVERSITY

The Lahore College for Women was granted the university status in 2002. The student

enrollment in 2013 has been 7202 and it offers 80 degree programs constituting 39

graduate, 25 post graduate and 16 at doctoral level. The full time faculty strength is 276

including 100 Ph.Ds which is about 36 percent of the teaching members. However 50

faculty members are pursuing Ph.d. degree in Pakistan and abroad. The university has

four faculties and four institutes which constitutes of Forty One Departments.

The university undertook the SWOT analysis and reveals its strengths as offering degree

programs in the subject of pharmacy, electrical engineering, computer sciences and has

obtained ISO certification for these programs. The university has established daycare

center for working faculty and a career counseling and job placement center (CCJP) for

graduating students. The two major weaknesses are that the curriculum needs upgrading

and shortage / non-availability of experienced and qualified faculty. The university has

great opportunity as a brand name to grow in enrollment, research, resources generation,

industry linkages, community support and programs consolidation. The major threat has

been the financial uncertainty and the non-availability of properly qualified and

experienced faculty. These are some of the core areas which the business plan intends to

address.

Curriculum revision and modernization has been a weak area in the higher education

setup in Pakistan. This university is no exception to that. However some routine efforts

are made on the recommendations of the Board of studies. How much changes have

actually been introduced need to be evaluated. Curriculum revision also demands

upgrading of delivery system. About the introduction of new programs the university has

planned realistically as two programs at graduate and 5 doctoral programs would be

introduced. Similarly 12 new Ph.d. scholars would be enrolled by 2018 for doctoral

degrees hence to raise the total number to 258. The projected student population would

surge to 8909 which need properly qualified faculty. The university has developed

strategies and program for student development and providing opportunities for

leadership, decision making, jobs, promotion of different societies & clubs etc.

The establishment of ORIC in June 2012 is providing strategic and operational support

for undertaking and promoting research activities and programs. The innovative strategies

to bridge the gap between the economic needs / economy and research has been adopted

in energy sector, industrial quality production, better crop yield, primary health care and

other sectors. The university is making professional use of ORIC and benefitting properly.

It generated revenue of Rs. 7 million in one year through ORIC.





In the context of financial sustainability the university generates 43% of funds from its

own resources, 40% from HEC and 17% from the provincial governments. The two

pronged strategy has been adopted through ORIC which includes i) Marketing of Services

and Products ii) Commercialization of its infrastructure facilities.

The university has performed quite well in developing linkages with community. The key

programs include Rehabilitation of mentally retarded, Solid waste management campaign,

Women and children rights, Water purification, Drug abuse elimination, Awareness about

unhygienic food, Welfare work for orphan children, adult learning and environment

education. None of the other universities in the public sector has such multi-dimensional

community initiatives.

In the context of quality education the performance of the university needs serious efforts.

There has been no information provided in the Business plan about the number of

research publications. Similarly the curriculum is weak area and no initiative is reflected

in the report. The university intends to enroll substantial number of Ph.d. scholars by

2018 but how many would obtain doctoral degree and what percentage would serve the

university is a big question?. Incentive schemes for faculty development need to be

introduced and promoted for the purpose of advance training. The Quality Enhancement

Cell is in the process of establishment and expected to perform well like ORIC.

On the financial side the university during 2012-13 generated Rs. 949.69 million and

expenditure for the same financial year has been Rs. 940.18 million with surplus budget

of Rs. 9.51 million. It reflects good expenditure control and financial management.

Findings:

i) The business plan does not provide information about research publications.

How much is the yearly output and what percentage / number is published in

impact factor journals.

ii) Modernization of curriculum needs some serious efforts and plan. This has to

be followed by the text books and reading material and then short but focused

training is required for teachers.

iii) Non availability of qualified faculty is a challenge but it looks unusual and

serious when the university is located in a city of Lahore known for Education.

iv) The issue of financial constraint rather financial sustainability has been

highlighted but without suggesting any specific plan.

v) The university has made very good use of ORIC professionally and the

relationship with community is well deserved achievement.





Recommendations:

i) The information about research publications need to be provided as it is

important as a quality indicator.

ii) Curriculum revision is another quality indicator which needs to be pursued for

improvement.

iii) There are two options to get qualified faculty. One is to train the existing

young faculty to obtain doctoral degree from the LCWU and give incentive of

study leave, decreased work load etc. Second is to hire from the market with

doctoral degrees. Depending on the financial situation of the university, the

decision can thus be made.

iv) Diversified opportunities need to be identified to generate resources. The long

term investment by the university can ensure financial sustainability.

Doability:

The university carries a brand name in the province of Punjab. It has performed quite well

on certain indicators which include the establishment and use of ORIC, welfare of the

community and community support services and enrolment of faculty in doctoral degree

programs. The finances are reasonably managed and generate 43% resources through its

own programs/activities. But the research publication record is a weak area. Overall the

university has the capacity to implement the Business plan hence it is doable.


Mehran University of Engineering and Technology,

Jamshoro, Sindh




MEHRAN UNIVERSITY OF ENGINEERING AND

TECHNOLOGY, JAMSHORO, SINDH

Mehran University of Engineering and Technology was established in 1977. The

university undertook SWOT analysis which reveals its major strength as Ph.d. faculty in

core areas and offer some unique programs as MS in Technology & Innovation Policy,

Innovation Management and Human Resources Development. But MUET has not

developed any consultancy culture despite its claim of innovative courses. The major

threat is the risk of losing trained faculty members and find other jobs. It seems that the

SWOT has been done in non-professional way.

The university has four faculties and 24 departments. Six new disciplines will be added to

other degree programs during the next five years. The international linkages have been

established with twenty seven international universities / institutes and to start dual degree

programs with them. A public relation office has been established but university is not

commercializing its activities. In addition to BS, MS, M.Phil, Ph.d. programs university

need to plan and start in service training programs of engineering skill development and

innovation policies. However expansion of undergraduate and Master programs is

planned. The number of foreign students have declined from 47 to 18 during the last four

years mainly due to the uncertain law and order situation. The projected student intake

would be 2250 in 2018 from 2000 in 2013. No serious efforts are visible to promote

research and consultancy culture in the university. The information is lacking about the

publication of research papers per year and similarly commercialization activities are

negligible. The student population would be 11000 in 2018 from 10200 at present. The

total number of faculty members is 450 as calculated from different figures given in the

Business Plan. Out of which 100 faculty members hold Ph.d. degrees in 2013. This is 22%

which needs to be improved. The total revenue generation was Rs. 137.1 million and

expenditure was Rs. 144.8 million with budget deficit of Rs. 2.9 million in 2012-13. The

MUET is deficient in providing basic information about faculty, research, faculty

development program and quality improvement efforts. The business plan does not

mention anything about the ORIC which means it has not been established. There is

general lack of clarity and missing information in the plan. The projections are either

missing or not linking with the university activities. There is no reason mentioned why

research and development is missing in the plan. Similarly faculty development program

does not exist in the plan. How the need for trained faculty would be met?

It seems that the Business Plan has been prepared as a casual exercise without putting

necessary efforts in making projections, how to implement these programs and what

would be the arrangements for resources availability. The planning aspect of the Business



Jamshoro, Sindh




Plan is visibly weak. There is lack of clarity of this whole exercise and what are the

objectives.

The quality of education of MUET if measured against the indicators of faculty

development is quite weak. There is hardly any information provided in the report about

this aspect. ORIC efficacy is closely linked to research and commercialization. If there

are no products to sell it would be difficult to go for commercialization efforts. Similarly

innovation requires intense research efforts. It is very difficult to assess the present or the

future potential of the university to address the issues of Quality, Marketing, Management,

Planning and Research.

It is recommended to revise the business plan and make it planning document for the next

five years. Even SWOT analysis needs another effort to be clear about the need

assessment. Both planning and management aspects should be demonstrated by the

performance of the MUET during the last few years and indicate the future plan

accordingly.

Findings:

i) Business plan has been prepared as casual activity without understanding its

need.

ii) SWOT analysis is quite weak. Whatever little it defined as weaknesses /

threats no effort have made to address them.

iii) Research & consultancy has been of no significance as per the report.

iv) Neither ORIC is established nor commercialization activities are found.

Recommendations:

i) Business plan is needed to be revised and make it planning and operational

document.

ii) In the revision SWOT should be properly focused. Identified areas should then

be addressed in business plan.

iii) The major information gaps about Research, faculty development, quality

improvement, ORIC need to be addressed.

Doability:

The SWOT analysis has been done non-professionally. The Ph.D faculty is only 22%.

The chapter about research and development is not given in the plan. The establishment

of ORIC has no priority. The overall impression of the business plan in most of the

components is very weak and it has been prepared to complete a formality. The business

plan does not reflect the strength of doability against the indicators set-forth in the



Jamshoro, Sindh




business plan. The research and quality improvement are weak areas, hence need

professional and financial support. The business plan in its present form is not doable

unless improved massively.


National Centre of Excellence in Geology University

of Peshawar




NATIONAL CENTRE OF EXCELLENCE IN GEOLOGY

UNIVERSITY OF PESHAWAR

The National Centre of Excellence in Geology (NCEG), Peshawar University was

established in Pakistan in 1974 to impart education and undertake research activities in

the field of Earth and Environmental Science. It offers degree programs of

MS/MPhil/Ph.d in the disciplines of Geology and Earth Sciences and also offer post

graduate Diplomas. It is one of the centres of excellence in the country. Its reputed and

several students have won several prestigious National and International awards in

research and development. It consists of qualified faculty members including 14 Ph.ds

and it has several functional laboratories. It has an impressive record of 700 published

research papers and 8 books to its credit since its establishment. The SWOT analysis

suggests that research is a strong area of centre and covers most of the sub-disciplines of

Earth Sciences. The centre still works under the overall control of Peshawar University.

Due to the uncertain security environment the field research has suffered the most.

The centre started separate degree programs (Ph.d, M.Phil, MS) in four disciplines

namely Geology, Geophysics, Environmental Geosciences and Geospatial Sciences. The

focus of these programs is to strengthen the course of studies for doctoral degree.

During the 2012 enrollment has reached to 153 students and projected to be increased to

303 students by 2017-18 which does not warranty a separate degree awarding centre with

huge administrative structure.

The office of ORIC has been recently established without undertaking any substantive

activity. With such a small number of students and few degree programs the expectation

from ORIC to develop commercial links with industry is not realistic. The applied

research is hardly done in the centre.

There have been minimal linkages with Industry and negligible commercial activity.

Hence the financial sustainability remains the major area of concern. The centre has

offered split Ph.d programs with other national and international universities. However

these strategic linkages are working at elementary stage.

The centre has been planning to enhance infrastructure facilities but the main source of

funding would come from PSDP. The development grant would be given to Peshawar

university and then the money thus available be distributed to different centres,

departments and institutes according to the priorities laid down by the university.



of Peshawar




The centre intends to develop the capacity of Academic staff the number of which is 39

during 2012 and would be enhanced to 55 by 2017. How that would be possible without

necessary funding, lack of human resources and small numbers of Ph.d programs. There

are 14 Ph.d faculty members in 2012 to be increased to 32 by 2017-18. Though the task is

gigantic but not formidable only if strategic planning, faculty and human development

and accountability in financial control is rigorously practiced.

The total revenue of the centre generated by own resources and government grant in

2012-13 was Rs. 51.42 million whereas the total expenditure is Rs. 54.14 million during

the same period with budget deficit of Rs. 2.71 million. The expected development grant

for the centre was Rs. 0.7 million for 2012-13 but no amount has been allocated yet.

Findings:

i) The center has done SWOT analysis in a casual way which does not bring out

the different areas of strengths & weaknesses.

ii) The linkages with industry are negligible although the ORIC is functional. It is

probably because of the lack of product (research & other facilities).

iii) The budget of the Center indicate deficit because the number of students is

small (153 students) hence there is very little amount collected from the Fees

and other charges.

iv) The International and National linkages with teaching and research institutions

have lagged behind.

Recommendations:

i) The center has to work pro-actively because its products (especially research

in earth quake prone areas, Disaster management) are in great demand in

Pakistan and abroad.

ii) The focus of research needs to be directed towards applied research in view of

needs of clientele.

iii) The efforts on curriculum revision and modernization need to be accelerated

along with provision of training for faculty.

iv) The Center needs to enhance community linkages by offering awareness

seminars, information about Disaster Management etc.

Doability:

It is a specialized center providing highly sophisticated knowledge in earth sciences. This

is the only center of its nature in the country to offer courses and undertake research in

Earthquake and Disaster Management. It has total number of 153 students enrolled in

different programs with small faculty out of which 14 holds Ph.d. degrees. The center



of Peshawar




published 8 books & 700 papers since 1974. The recurring expenditure was Rs. 54

million in 2013 with budget deficit of Rs. 0.7 million. With limited capacity of resources

generation and financial management the center cannot implement Business plan as a

standalone activity. It needs massive support for the doability.


National University of Science & Technology

(NUST), Islamabad




NATIONAL UNIVERSITY OF SCIENCE &

TECHNOLOGY (NUST), ISLAMABAD

National University of Science and Technology (NUST) Islamabad consists of 22

colleges, schools, institutes and centers. It offers 26 undergraduate and 50 postgraduate

programs in Engineering, Information Technology, Medical Sciences, Arts & Design and

Management. In addition to juxtapose MTDF HEC-II objectives it has also adjoins to

realize the Vision 2015. The six constituent colleges are located in Rawalpindi (3),

Risalpur (2) and Karachi (1). The NUST Business plan dominates the impression of

academic excellence and combination of quality education and internationally trained and

recognized faculty. This is manifest from the multidisciplinary full time faculty with 418

Ph.d holders as teachers and researchers. There are 110 faculty members working on

Tenure Track System. The student enrollment in 2012 was 11930 which is projected to

increase 15206 by 2017. The commercialization of applied research and promotion of

entrepreneurship is properly promoted and professionally managed by the well

established ORIC.

Despite all these strengths there are certain weaknesses which have come to surface

through SWOT analysis. The job opportunities for NUST graduate are very limited

because university has new and modern technical disciplines but the application of these

subject are limited. But future looks promising as engine of economic growth would

likely to accelerate its pace for industrial development. The security situation of the

county is still uncertain hence the demand of Pakistani graduates in international markets

have become static. The inadequate linkages with industry of the NUST faculty and

graduates need pro-active planning.

The university has prepared a very ambitious long term plan spread over three phases

from 2013-22. This is basically development planning outfit where the huge amount of

resources amounting to Rs. 22958.68 million would be required from PSDP. This does

not strictly fall into the Business Plan Matrix because its primary focus is on

infrastructure development. However a note of caution for the university is that NUST

should plan major resources generation rather than depending on the government.

Though the economic growth rate in Pakistan is dwindling between 3% to 4% per annum

but country’s service sector provides 53% share to its GDP. Hence the NUST need to plan community oriented need based training and degree programs. In this context

university has planned 12 new undergraduate program by 2017.



(NUST), Islamabad




ORIC has become a well established entity and generated about Rs. 88 million during

2012 from sponsored research and consultancy. The university has excelled in research

publication and during 2012 it published 470 papers as compared to 419 during 2011.

During 2012, 432 papers were published in Impact factor journals. This has been an

impressive research record.

Since the university has demonstrated an impressive record of faculty development hence

its focus has been on the right direction in this regard. However the university encourages

its non-Ph.d. faculty members to enroll for doctoral program in different departments of

the university. There are still 89 faculty members enrolled in different universities of

advanced countries. This shows that university has planned well for faculty development

program. It has launched special financial packages to retain its well qualified teaching

and non-teaching staff.

The budget of the university for the year 2012-13 have exceeded Rs. 3.50 billion where as

the revenue collected has been Rs. 1.66 billion. If the figures are correct the budget deficit

would be Rs. 1.84 billion in one year. The business plan does not suggest any remedy or

mitigation strategy to balance the budget.

Findings:

i) The job opportunities for NUST graduates are quite limited because university

courses offered are most modern and technical. But the application of these

subjects is very limited in industry in Pakistan.

ii) Despite highly qualified faculty in large numbers and sophisticated research

programs the linkages with industry is lacking. The potential for this activity is

available.

iii) The NUST has given a very ambitious long term plan for which huge amount

of money for the development of Infrastructure is required. The university

cannot depend on government to get such an amount.

iv) In the context of financial sustainability the university needs to do serious

thinking. It operates a budget which is in billions (Rs. 3.50 billion) but

generate Rs. 1.66 billion from all sources which is even less than fifty percent

of the total budget.

Recommendations:

i) The courses for degree programs need to be rationalized with the demand of

the job market.

ii) Linkages with industry need to be developed aggressively and regularly to

generate resources.



(NUST), Islamabad




iii) The university may need to consider the provision of extension services

outside the university. It would expand the horizon and generate resources.

iv) The focus on applied research would be useful for purpose of

commercialization.

Doability:

Although the Business plan reveals a very ambitious program both for development and

non-development activities but its capacity to perform well in the past is impressive. Its

operation in budgetary terms is massive which is over Rs. 3 billion in a year. There is

budget deficit but its excellence is demonstrated by offering variety of degree programs

from BS to Ph.d. level carries high reputation and employability in general. The Business

plan is doable both in terms of past performance and existing capacity.


NED University of Engineering & Technology,

Karachi




NED UNIVERSITY OF ENGINEERING &

TECHNOLOGY, KARACHI

NED University of Engineering and Technology, Karachi was established in 1923 with

student enrollment of fifty only. Now the student population has surged to 8600 in 2013

for both undergraduate and post graduate programs. It has six faculties including civil

engineering and architecture, mechanical and manufacturing, electrical and computer,

information sciences and humanities, chemical and process, biomedical engineering and

twenty two disciplines. It offer courses at the level of B.S. M.Sc, and Ph.d. in twenty two

disciplines and keep on adding new courses in modern and emerging disciplines.

The university has developed a regular system of curriculum revision. It gives importance

to the outcome of peer reviews and use feed back in revising and developing curriculum

and courses.

The performance analysis and need assessment was done through SWOT analysis. The

reputation of the university is a strength and this is based on the quality of output. The

university programs have been managed professionally but finding high class faculty and

retain it is a big challenge. It has become almost a threat. The dwindling financial

resources and reduction of government grants to the university has become a challenge.

The university has developed linkages with sixteen international universities and six

reputed national organizations.

The university has made some reasonable efforts to promote research and encourage

research publications. The total number of publications during 2013 was three hundred

and twenty two. Out of which 55 were published in international journals. However there

is no information regarding the publication in impact factor journals.

The key indicators for quality education are faculty development program and research.

The total number of faculty members in 2013 are 445 inclusive of all levels and

disciplines. But only 86 are holding Ph.d. degrees which is only 19%. It reflects that the

NED university has not given proper attention to the planning of faculty development

program. However the projected figure of Ph.d. holder faculty members would increase to

23% by the end 2017-18 which is not significant. The university needs to plan faculty

development program, manage and generate resources have serious constraints. There are

several universities within Pakistan which offer this opportunity. The NED university

should give incentives to the faculty members who are keen to pursue Ph.d. degree. The

generous study leave, reduce work load, no deduction in salaries etc. are some of the

incentives need to be given by the university. It can be concluded that university

immediately need to give serious attention to the faculty development program.



Karachi




The other indicator is research which has also been lagged behind to certain extent. One

reason could be the lack of importance of research but second is that ORIC has not been

established. There is actually no information about ORIC hence the research, innovation

and commercialization has not been properly and professionally followed. The business

plan does not mention any provision for the establishment of such an office.

On the financial side during 2012-13. The university generated revenue of 1.34 billion

rupees but the expenditure was 1.57 billion rupees hence there is deficit of Rs. 236

million. The university to generate resources, through commercialization of its applied

research output. This would develop linkages with industry, earn money and promote

research. In this context the role of ORIC could be critical if is established and managed

successfully.

It can be concluded that the university has lagged in strategic management and planning.

The use of funds, however, has been reasonably maintained. There is need to promote

research, develop and plan for faculty development and generate resources rather than

depending further on government funds.

Findings:

i) University is working in somewhat isolation and have not explored the

commercial opportunities with industry.

ii) Dependence of government funding is a constraint in generating financial

resources.

iii) ORIC has not been established.

iv) Despite deficit of Rs. 236 million, university has managed financial control

well.

Recommendations:

i) Linkages, joint research projects and commercial opportunities with industry

need to be implemented.

ii) University need to focus more resource generation than depending on

government.

iii) ORIC should soon be established for the purpose of commercial activities.

iv) Highly technical and professional faculty is available to the university and can

well be engaged commercial enterprises of Karachi.



Karachi




Doability:

The university has only 19% faculty with Ph.D. degrees out of 445. But no specific plan

has been identified for faculty development. The Business plan does not provide

information about the number of publication every year but it seems that research is not a

strong area. Although university operates big budget of Rs.1.57 billion but it has deficit of

Rs.236 million. The university has not established ORIC and no plan has been indicated

in this direction. The Business plan would be doable after certain modifications and

improvement as recommended in the report.


Pakistan Institute of Engineering and Applied

Sciences (PIEAS)




PAKISTAN INSTITUTE OF ENGINEERING AND

APPLIED SCIENCES (PIEAS)

The Pakistan Institute of Engineering and Applied Sciences (PIEAS) was established in

1997 at Islamabad and granted the status of degree awarding Institute in 2000. It is a

highly specialized Institute offering most sophisticated and highly technical program in

Nuclear technology, nuclear medicine, system engineering etc. It cannot be compared

with other universities because of its highly specialized and technical nature. The institute

has only two faculties of Engineering and Applied Sciences spread over nine departments.

It provides 100 percent scholarship to every student accepted for degree program hence

the competition and merit is very high.

The institute has done SWOT analysis which reveals that 75% of its faculty hold Ph.d.

degrees and 100 Ph.d. scholars are pursuing to obtain doctoral degree. The major strength

of the institute is its specialized and unique academic programs in Radiation and Medical

Oncology, Process of Engineering and Medical Physics which is only possible with high-

tech research laboratories and specially trained faculty in all such areas. The

employability of graduate of this institute is 100%. The major weakness revealed in the

SWOT analysis is its small enrollment because every student has to be paid scholarship to

obtain the degree which means university needs lot of financial resources. The service

rules for hiring the faculty are different and stringent hence fresh faculty hiring is quite

difficult.

The opportunities or future prospects of the university is linked with increased

collaboration and linkage with foreign and national universities. This would provide

extended faculties for commercial activities.

The institute offers degrees of BS to Ph.d. in these specialized fields and has to maintain

the quality of education. Hence the Curriculum revision, Methods of delivery and Faculty

Development are the key areas of focus of the institute. If has done quite well in the

domain of faculty development and delivery methods. However the efforts regarding

Curriculum Modernization and revision have not been properly documented.

In 2013 the undergraduate enrollment of student was 378 and the projection for 2018 is

690. In the postgraduate program the present enrollment is 455 which would be increased

to 650 by the completion of business plan. All the 650 students would be offered

scholarships. With small enrollment and scholarship offered to all students make this

institute capital intensive in the context of development. For the faculty development

program Institute would train 50 students to obtain doctoral degree in addition of its



Sciences (PIEAS)




existing enrollment of 100 Ph.d. students. Most of these would be trained by the Institute

hence the cost of training would be moderate as against foreign degree programs.

Another area of focus of the Institute is research. It has published 100 research papers in

2013. The institute has established ORIC which is progressing well and manages the

university research program by providing support to the researchers and also developed

linkages with International community. ORIC is also supporting research through

diversification of funding and providing an opportunity for faculty to apply their

knowledge in the community. The institute intends to increase the number of publications

to 125 during 2014 from 100 research papers in 2013. The institute has also launched split

Ph.d. degree programs from 10 in 2013 to 75 by the completion of business plan. The

total income of the institute during 2012-13 was Rs. 782.55 million. However the income

expenditure statement was not available in the report. There has been no annexures

attached with the report. Hence it is difficult to find out the deficit / surplus in the budget.

However it is obvious that the institute is providing 100% scholarships to its students

hence it needs more financial resources.

Findings:

i) The institute does not provide any plan for resources generation and financial

sustainability

ii) Diversification of funding is an important element for development and

management planning of the university.

iii) The institute provides highly specialized training and degree program hence it

has to remain vigilant about the Quality of Education.

iv) Since the information is missing about the finances hence it is not possible to

give findings.

Recommendations:

i) The missing information needs to be provided in the report for analysis.

ii) A pragmatic financial plan for the remaining period of the business plan

should be prepared with an understanding that the government funding is

shrinking and would likely to continue for several years.

iii) Modernization and revision of curriculum should form part of the major

commitments of the university. It would lead to quality enhancement and

higher student achieved.



Sciences (PIEAS)




Doability:

The institute is offering highly advanced and sophisticated degree programs in nuclear

engineering and medicines from BS to Ph.d. About 75% of its faculty holds Ph.d. degrees

at the Institute and offers scholarships to 100 percent students accepted in the degree

programs. Hence its budgetary requirements are mostly met by the Federal government.

Its enrollment is 378 which is small hence the resource generation is also quite limited.

The institute has performed well in research, faculty development, commercial linkages,

quality and diversification of course. Its Business plan is doable.


Pir Mehr Ali Shah Arid Agriculture University,

Rawalpindi (PMAS-AAUR)




PIR MEHR ALI SHAH ARID AGRICULTURE

UNIVERSITY, RAWALPINDI (PMAS-AAUR)

Pir Mehr Ali Shah Arid Agriculture University, Rawalpindi constitutes of five faculties

including Faculty of Crop and Food Sciences, Sciences, Forestry, Range Management

and Wild Life, Veterinary and Animal Sciences and Institutes of Management Sciences,

Information Technology, Biochemistry and Biotechnology. It is a second big Agriculture

University of Pakistan after Agriculture University Faisalabad.

The University undertook the exercise of SWOT Analysis very casually and without

professional input. The Analysis does not reveal anything of significance. However it

mentions that among the strengths it has enrolled 200 Ph.d. scholars and offer strong

research facilities. Most of students who are enrolled in the university belong to poor

families hence their capacity to pay even the tuition fee is quite limited. One interesting

though unusual weakness is that the university employees lack ownership of the

university. The government rules are impediment to get rid of incompetent employees.

The biggest threat is the shrinking financial resources. One of the key purpose of the

Business plan is to address this issue.

At present university offers Sixty Eight degree programs from Bachelors to Ph.d and

plans to increase the number to Ninety Eight by the completion of the Business Plan.

There are two hundred and four faculty members and 112 holds Ph.d. degrees. This

reflects about 55% faculty with doctorate degrees. The university plans to surge the

faculty numbers to 528 with 287 Ph.d. degree holders. This is more than twice the

existing number. Both these targets seem unrealistic especially in view of the shrinking

resources and without any yearly operational program.

For the year 2012-13 university mentioned 312 publications and intended to enhance it by

500 in 2017-18 which is achievable in view of the present performance. The total student

enrollment is 6240 which would be increased to 7600, which seems realistic. Similarly

university intends to enhance infrastructure facilities accordingly. The International

Academic linkages specially with North American, European and Canadian Universities

in the field of agriculture is well established. This would be extended to China and East

Asian counties. In the domain of Networking university has mostly developed it with

government Ministries / Organizations. What is required is to expand the services to Civil

Society and extend it to communities.

Similarly the linkages with donors is quite weak. The Entrepreneurial Thrive, Marketing

and Promotions are very weak areas. The university has established ORIC but it seems







that it is not properly functional. Either it is not professionally managed or its role has not

been properly understood and implemented.

In the context of quality there is some mixed message conveyed through business plan.

On the research publication side the performance is good and university completed 73

research projects and earned Rs. 190.54 million but in the domain of curriculum revision

and method of delivery, no serious efforts are reflected in the Business plan. For the

purpose of faculty development the university has allocated 27 slots for Ph.d. in three

development projects. The funding of these projects has to come from government which

is quite doubtful. There has been no other means suggested in the business plan for

faculty development.

On the financial side university generated income through Federal and Provincial funding

and from its own resources. During the financial year 2011-12 the total income was Rs.

732.32 million and the expended amount was the same on the recurring side hence there

has been no surplus or deficit financing in the budget. However during the 2012-13

university reflected a savings of Rs. 02 million. Apparently it has managed a balance

budget without any borrowing.

Findings:

i) The projection of faculty members is quite unrealistic which is from 204 to

528 which means adding 27 faculty members every year. Theoretically it

should have already added 54 members by 2014.

ii) Similarly the number of Ph.d. faculty members has to increase from existing

112 members with Phd. degree to 227 members is also unrealistic. The

university has mentioned only 27 slots for Ph.d. in development projects for

which the finances may not be available.

iii) The possibility of hiring faculty with Ph.d. degree from open market can be

done but only if university has or generate funds to pay them.

iv) Although ORIC has been established but not properly functional. The major

objective of this office is to promote research and innovation for

commercialization and eventually generate resources.

v) SWOT analysis has not been done properly and the findings were insignificant.

Recommendations:

i) SWOT analysis needs to be done professionally and university may need to

hire an expert for this purpose.

ii) Faculty projection need to be done pragmatically and professional SWOT

analysis would help in this process.







iii) ORIC needs to be activated to promote its key objectives and develop

commercial linkages with industry for resources generation.

iv) University need to diversify its strategy and program to generate funds and use

it for the quality improvement and financial support to poor students.

Doability:

The record of research is quite good not only in publication but also the completion of

research projects. The university has a balanced budget and its targets for the business

plan are realistic as for as the student enrollment but not for faculty hiring. The university

has managed the funds prudently with expenditure control. Although the university need

to improve against the criteria of commercialization, faculty development and networking.

But it has demonstrated the capacity of the doability of Business plan.


Quaid-i-Azam University, Islamabad Improved Strategic Management Planning and



QUAID-I-AZAM UNIVERSITY, ISLAMABAD

The Business Plan of Quaid-i-Azam University has been prepared mostly, in accordance

with the format of template provided by Higher Education Commission. The three

components of Disbursement Link Indicator # 10 (DLI) includes Strategic Management,

Planning and Accountability of Public Sector Universities. The Key areas of Medium

Term Development Framework (MTDF) of Higher Education Commission (HEC-II) are

about the quality of higher education, relevance, closer linkages with community and

industry. The quality of Education is directly linked to the faculty development, research,

teachers training and curriculum revision. Hence the priority of business plan in the

context of validation exercise would consists of the components of DLI#10 and

MTDF-HE(II).

The program of faculty development looks satisfactory as 70% of the faculty members

are holding doctoral degrees. However a good number of retired teachers and non-

teaching staff is also hired. In few cases very senior positions are occupied by retired

employee’s superannuated long time ago. Business plan intends to hire 9% teachers every year and 20% non-teaching staff. But at present seventy (70) positions are vacant from

lecturer to professor and similarly 150 positions of non-academic staff are not filled.

These positions are over and above the projected number. There was no advertisement

placed in the News Paper for these positions.

The needs assessment and performance evaluation for future planning has not been done

on the basis of SWOT analysis. This reflects that proper attention has not been given to

program management and planning aspect of the university. Also the business plan does

not reflect that the projections and other expected activities are based on the professional

analysis done intensively. The focus of most of the activities is based on expansion rather

than development which entail both innovation and change.

The vacant teaching and non-teaching positions comes to about 220 for which university

gets annual budget of millions of rupees. This amount which is not expanded as planned

requires accountability. The prudent use of resources and proper financial control has to

be given priority. If the money is not used then it should be mentioned clearly in the

business plan and reflected in the annual report for the use of same purpose for which it

was obtained from the government.

There are certain Departments which are being run with one / two faculty members with

Ph.d. degrees and the senior most is Assistant Professor. Some of those departments are

sociology, law, linguistics, management, etc. There is no consolidated program of faculty

training through which faculty members could be sent abroad for Ph.d. However QAU





has enrolled some of its faculty members as Ph.d students. There is considerable amount

of inbreeding which means that QAU mostly hires its own graduates of M.Phil and Ph.d

degree holders. This deprives the university and the students from national and

international experience and exposure. This also reflects that hiring of teaching and

administrative staff has been monopolized.

Research is a strong area of QAU. The number of researches increased three fold in a

year and most of them published in Impact factor journals. But the situation is not good in

social sciences where the publications are not of high quality and quantity as is the case

with physical sciences. There was a general complaint that research funds are diverted to

other activities and research programs have to be curtailed. This tendency needs

corrective action. There are only seven impact factor journals in Pakistan which limits

publication opportunities for social scientist.

It has been observed that the accountability in the financial matters was not a priority area.

On the basis of meetings with different groups of persons, review of annual report and

Business plan , no training program have been reflected in the business plan or Annual

Report in the area of fiscal management or financial control.

It is recommended that all the vacant positions should be filled soon on merit basis

specially faculty positions with minimum inbreeding. The HEC should approve annual

budgeting after ensuring that financial resources are prudently used. The opening of new

departments should be linked with availability of regular faculty, necessary infrastructure

and teaching - learning resources.

Curriculum revision is another key indicator of improving the quality of education. There

has not been any significant effort visible in this regard. The lecture system has been the

major focus for class room teaching as is reflected in the business plan.

During 2012-13 university generated Rs. 657 million from its own resources other than

the government grant of Rs. 790 million. The amount of government grant includes pay

and allowances of 220 employees (teaching / non teaching) which were not hired. Where

this amount has been spent and how prudently?

In conclusion the Strategic Management, Planning and Accountability are not strong

areas of Business Plan. The program of faculty development has to be focused so that the

superannuated faculty members should be replaced with relatively young faculty and

fresh Ph.d degree holders.





Findings:

i) The university did not undertake SWOT analysis and also no reference has

been made as how the future need assessment was done to prepare the

business plan.

ii) The QAU has focused more on expansion rather than consolidation of its

programs. There are certain departments working only with one / two faculty

members. Even they are not regular faculty members of the university.

iii) There is a large number of vacant positions both for the teaching staff and

Administrative / support staff. This is one reason that ORIC is poorly staffed

and linkages with market are negligible.

iv) The inbreeding is a dominant hiring practice for teachers. Most of the QAU

graduate get hired which deprives the university and students from benefiting

from international and national exposure and experience.

v) There has been no emphasis or practice on regular basis to revise and

modernize courses.

Recommendations:

i) The future need assessment is an important tool for program planning. The

university has to undertake this exercise either by SWOT analysis or use some

other methodology.

ii) It is necessary to consolidate the gains instead opening new departments

without minimum required faculty.

iii) All the vacant positions need to be filled following the required procedure.

This would strengthen and enhance the capacity of university.

iv) The mechanism needs to be developed to modernize courses and identify

teaching learning resources accordingly.

Doability:

The university without undertaking the need assessment has adopted the direction of

expansion. It has introduced fresh degree programs and created new departments. These

good initiatives need properly trained & qualified faculty members. The research record

of the university is impressive and so is the faculty development with 70% faculty with

Ph.d. degrees. However a large number of vacant positions need to be filled. The

university generates about 50% of financial resources through its program & activities

and the remaining amount to be provided by university. The university has demonstrated

sufficient capacity to implement the business plan.





LIST OF PARTICIPANT

Quaid-i-Azam University, Islamabad


1. Dr. Aliya H. Khan Dean, Faculty of Social Sciences

2. Dr. Asghari Bano Dean, Faculty of Biological Sciences

3. Dr. Irfan Zia Chairman, Department of Animal Sciences

4. Mr. Zia Akhtar Treasurer

5. Dr. Bushra Mirza Professor, Department of Biochemistry

6. Dr. Riffat Naseem Malik Associate Professor, Department of Environmental Sciences

7. Dr. Shahid Hameed Director (ORIC)

8. Mr. Muhammad Sajid Khattak Director (P&D)

9. Engineer Bakht Rehman Project Director

10. Dr. Naima Atiq Manager Research & Development (ORIC)

11. Mr. Shahram Atta Deputy Registrar (Establishment)

12. Mr. Umer Saleem Assistant Director (P&D)

13. Mr. Haroon Butt President, Employees Welfare Association (EWA)

14. Dr. Waheed Chaudhary President, Academic Staff Association (ASA)



Shaheed Benazir Bhutto Women University,

Peshawar




SHAHEED BENAZIR BHUTTO WOMEN UNIVERSITY,

PESHAWAR

Shaheed Benazir Bhutto Women University, Peshawar was established as a result of

elevation of status of Government Women College of Peshawar. This is the only female

university in KPK with some inherent problems and strengths as is visible from SWOT

Analysis. The key weakness is the non-availability of qualified (Ph.d) faculty members

for the university. Its main strength is that most of girls colleges in Peshawar are affiliated

Institutions of the university. This means that the university will conduct examination and

award degrees which would bring uniformity of academic standards for various degree

programs. Its main campus lacks infrastructure of a university. But the major threat is the

security imperative and fragile law & order situation of KPK as well as Peshawar.

As it emanates from a college hence it has no tradition of curriculum revision as an

independent institution. However it is in the process of establishing mechanism for

curriculum revision. Similarly research culture is non existent which has been inherited

from college traditions.

Research publication is weak area of university. Previously as a college it hardly

developed any research culture and remains teaching institutions preinenly. The target of

research linkage to be established in five years is only eight and similarly the efforts to

promote research training activities are weak areas.

One of the key determinants for quality enhancement is the faculty development. The

university has hired 36 Ph.Ds faculty members by 2013 and have sent 19 faculty

members abroad to pursue advanced studies and 10 of them have returned. But university

needs a well planned and sustained program of faculty development. The ORIC has not

been established yet though the efforts are in process to make it functional as soon as

possible. As a result the research and commercialization activities and linkages with

industry is minimal.

The university has projected to raise the number of Ph.d. faculty members to 108 in 2018

from the present 36. On average it would add 14 new faculty members with Ph.d. degree

every year. This is good and indicate resolve but there it needs pragmatic planning and

resource allocations to supports this ambitious target. Similarly the Business plan does

not identify any resources generation to be allocated for faculty training.

And other key areas of Business Plan are the financial discipline, resource generation and

expenditure control. The total income of university during 2012-13 was Rs. 228.4 million



Peshawar




and the entire amount expended by the close of the financial year with no savings. The

income of the university is expected to increase to Rs. 622.9 million by 2018 and

expected expenditure would be 629.4 million with a deficit of Rs. 6.4 million.

On the basis of the proposed activities of the Business plan it is recommended that the

university must generate financial resources, launch such programs which are applied and

professional and attract large number of students. The linkages with industry and

commercial organization must be established. Government and donors should also

provide more funding support. But the money thus generated should be spent on two key

components. One is the faculty development and second is research. These can lift the

edifice of the university to good heights.

There are three areas which need special attention of the university management. One, the

university should establish and make it efficient the functioning of ORIC. It would

encourage research for the commercialization activities for resource generation. Two, the

university must expend its horizon of research, student exchange, faculty training above a

college and come out from its previous status. Third is the advocacy by the university as

the first and only female institution of higher learning in KPK despite law and order

problem and uncertain security situation.

Findings:

i) There is extreme shortage of qualified and trained faculty members holding

Ph.d. degrees.

ii) The university has been born out of the up gradation of Govt. Girls College

Peshawar. As a college it did not have any practice to revise and modernize

curriculum.

iii) Research is a weak area. There has been no information provided about the

researches and publications. The college traditionally remains a teaching

institution.

iv) There has been no indication as how the university would generate resources

other than the tuition fees. Almost entire funding is provided by the

government.

v) The university does not have a purpose built structure.

Recommendations:

i) The faculty training is imminent. It can be done through different means

which includes enrollment in Ph.d. programs in Pakistani universities, obtain

funds from donors for sending the teachers in foreign universities, generate

more resources for this purpose.



Peshawar




ii) The mechanism for curriculum modernization has to be established for

updating of course.

iii) The tradition and practice of research must be encouraged.

iv) ORIC needs to be established for commercialization of research.

v) The development funds and university resources generation need to construct

a university building.

Doability:

The university has been born through the upgradation of women degree college hence it

did not face the problems as a completely new establishment. However the university

needs to develop faculty and arrange Ph.d. degree programs for them. The culture of

research has to be established. The international linkages, networking and

commercialization activities also need improvement. The established college structure

inherited by the university is a positive strength. Despite certain limitation the Business

plan is doable.


Sukkur Institute of Business Administration Improved Strategic Management Planning and



SUKKUR INSTITUTE OF BUSINESS

ADMINISTRATION

Sukkur Institute of Business Administration is primarily a teaching institution and has

student population of 2500. Research is not a priority hence only three (3) papers /

researches were published in impact factor journals. It has faculty of 110 members and

only 11 are Ph.Ds. Thirty faculty members have been sent abroad for Ph.d program under

the faculty development program. The IBA consists of four departments which include

Business Administration, Computer Science, Engineering, and Education Department and

offer degree programs of BS, MS, MBA and Ph.d.

The Business plan does not mention any time frame either composite number of year

(four or five) or calendar years such as 2013-2018. However the report has done SWOT

analysis and 40% students are girls mainly come from rural areas. Due to the

geographical proximity of the Institute there is lack of market exposure to students and

residential accommodation for teachers are also limited. Despite limitations of academic

environment, Karachi and Hyderabad provide strong opportunities of growth for business

and also job opportunities. The training facilities for students as internees are also quite

limited. The funding side seems in good shape as USAID provides financial support in

addition to the government grants. There are very few other sources of funds for the

Institute.

The institute plans to increase the student population to 5000 in next five years from the

existing 2500. Research is a weak area of the institute as only 4 research proposals are

written for this year. The linkages with foreign universities / institutes is limited and at

initial stages.

The number of students to be doubled as projected but the reports does not give any

information about the resources generation or funding base of the university. What is the

annual budget, how much is the revenue generated from different sources and expenditure

details are missing. As per the Business plan, the financial details have been provided in

the Annexures but the Annexures have not been made part of the report.

The institute strongly needs a plan to implement a program for faculty development

which is missing from Business plan. It does mention that 25 scholars are pursuing MS

program leading to Ph.d. There is no phased planning for faculty development. Similarly

research also deserves to be given serious considerations. There is no role identified /

mentioned of ORIC in the Institute. The institute has not prepared and provided

significant information and documentation in the Business plan. It seems that IBA has





inverted growth with only 11 Ph.d faculty members in 2012 and to be increased to 90 in

2017 which seems unrealistic.

The total revenue generation in 2012 was 145.4 million and no information about

expenditure is provided. Serious efforts are needed to develop a business plan which must

be pragmatics, futurist and indicating path of academic excellence and economic growth.

There are several areas which require serious attention of the senior management for the

development of the Institute. Four sectors are identified. First is the Research weakness.

There is insignificant research culture and practice. It is only a teaching Institute like a

postgraduate degree college. It has to arise above that status to become a degree awarding

institute. Second is the faculty development. The number of Ph.d faculty members are too

small but more important is that no significant program is included in the business plan

for faculty development. If the funding for foreign scholarship is not available even then

there are several good universities in Pakistan which offer quality Ph.d programs.

Financial incentives can be added to the newly hired faculty with Ph.d degrees. Generous

study leave or reduced work load for faculty members enrolled in Ph.d program would be

a positive step. Third, serious efforts should be made to activate ORIC. First is its

establishment and them it should be led by a dynamic person who can generate resources

for research and also promote commercialization activities of institute. Fourth area of

significance is the professional documentation of Institute activities which could be

research, training, faculty development, resource generation, linkages with industry and

community.

Findings:

i) The institute gives an impression of a teaching college because it has only

published three research papers in a year. Perhaps the key reason is lack of

faculty members holding Ph.d. degree. Out of 40 teaching staff only 11 holds

doctoral degree.

ii) The geographical proximity of the Institute does not facilitate the training of

internees in the business environment.

iii) About 40% students are females which is a good indicator of gender balance

but most of them come from rural areas hence there capacity to pay fees is

limited.

iv) There is need to establish ORIC and properly staffed to make it effective and

functional.

Recommendations:

i) The faculty members should be encouraged to write and publish research

papers. The applied research or market need based research would be useful.





ii) The Ph.d. faculty should be hired from open market but at the same time the

non-Ph.d. faculty needs to be given incentives to pursue Ph.d. degree in

Pakistani universities.

iii) The establishment of ORIC would be helpful to uplift the image of the

university and commercial some of its activities.

iv) The professional documentation needs to be focused in the area of research,

faculty development, resources generation, linkages with industry &

community.

Doability:

The institute has good gender balance (40% girls) but has focused mostly on teaching.

Only 11 faculty members out of 40 holds Ph.d. degrees. It seems research is not a priority

area of producing only 3 research papers in a year. The number of departments is four

hence the focus remains on teaching of Business and Economics subjects. The research,

faculty development and commercialization activities need attention. However the

institute has demonstrated that its business plan would be doable with some modification

as mentioned above.


The Institute of Space Technology, Islamabad Improved Strategic Management Planning and



THE INSTITUTE OF SPACE TECHNOLOGY,

ISLAMABAD

The Institute of Space Technology was awarded the degree awarding charter in 2005

through an ordinance. However since 1985 it was working as an Institute of Aerospace as

a constituent of the Quaid-i-Azam University, Islamabad. The key function of the

Institute is to train Human Resources and provide research support to National Space

Program.

The SWOT analysis reveals that core strength of IST is its infrastructure, faculty and

laboratories. The major weakness is the lack of interest of student in the discipline of

Space Technology and allied research. Financial resources also shrunk and qualified

faculty with Ph.d. degrees is hard to find.

IST offers 5 undergraduate programs and 4 post graduate program with intake capacity of

65 students per semester. There are two campuses, one at Islamabad and other at Karachi.

The total enrollment of the Institute is 730 students for all programs. But the institute has

projected increase of 4750 students by 2018. This task is quite unrealistic in view of lack

of popularity of space program among students and financial resource constraints. The

number of faculty members with Ph.d degrees is 25 only and no phased planning is

visible for faculty development program in the Business Plan. The Institute intends to

introduce 11 new undergraduate programs, 12 new Masters programs and 8 new Ph.d

program. The total intake capacity of three degree level programs would be between 70 to

75 students. This kind of planning lacks seriousness while introducing new courses for

degree programs. The major observation is, how a huge infrastructure most of it has yet to

be created is justified as a separate Institute with heavy overhead expenses. The Institute

intends to enhance the intake capacity by 860 at the end of 2017.

The projections are quite unrealistic but there would be a constant apprehension of

declining standards, poor quality education and insufficient properly qualified and trained

faculty members.

The IST has established ORIC for research, innovation and commercialization activities.

The mere establishment of ORIC is not going to make any difference unless a concrete

program of research and development is planned and reflected in the Business plan. The

Institute has made some linkages program with foreign university. There are 25 Ph.d

holder and this number would be increased to 90 as mentioned in the Business plan which

is 4 times more than the existing number. The total maximum time of training is four

years and no arrangements for funding have been explored.





On the financial side IST earned / generated Rs. 280 million in 2012 and incurred

expenditure was Rs. 238 million. Hence a saving of Rs. 42 million in one year was a good

indicator for financial control. It is abysmal to mention that IST generated US$ 3950/- in

2010.

The institute need massive guidance in program development, faculty training, curriculum

revision and applied research.

Findings:

i) It is a constituent unit of Quaid-i-Azam University with two campuses, one is

at Islamabad and other is at Karachi. But the student interest in space

technology is dwindling hence it has the intake capacity of 65 students per

semester.

ii) The projections in the Business plan are unrealistic. From few hundred

students at present the institute intends to surge enrollment to about 5000

students. Similarly 23 new courses would be introduced by the completion of

business plan which is very ambitious.

iii) The mere establishment of ORIC may not be very useful. But the initiative is

positive and needs appreciation.

iv) The capacity of the institute at present to generate the resources is negligible

even the tuition fee contribution is very small.

Recommendations:

i) The institute may need to launch advocacy campaign about the importance of

Space Technology to attract more students.

ii) The future planning needs to be pragmatic specially the student enrollment,

number of courses to be increased

iii) There has been no program mentioned for faculty development. This

component should be seriously taken up because of the importance of

qualified faculty.

iv) The institute may explore funding from the donors both bi-lateral and multi-

lateral. Possibilities with private sector in Pakistan for fund generation need to

be exploited.

Doability:

The institute is specialized in nature but fraught with problems. The lack of interest by the

students in space technology and research is a major hindrance for the growth of the

institute. The projections of the Business plan is unrealistic for student enrollment. The

shortage of qualified faculty is a serious problem and so is the lack of faculty

development programs. Although the institute is facing different challenges but it needs





government support because of its special nature. The business plan would only be doable

but with certain changes to be made and prepare an implementation program. The funding

support from the government would be imminent.


The University of Azad Jammu & Kashmir Improved Strategic Management Planning and



THE UNIVERSITY OF AZAD JAMMU & KASHMIR

The University of Azad Jammu & Kashmir consisted of four campuses at the time of its

establishment in 1980. Now the number of campuses have increased to ten. The student

enrollment is 5922. This was the only university in Azad Kashmir uptill 2009. The

SWOT analysis has been done by the university to identify areas of strengths and

weaknesses so that further improvement can be made in the performance of the university.

Generally AJK as geographical proximity is considered mostly rural with mountainous

terrain. But its unique and interesting feature is that the number of girl students is growing

very fast and would soon surpass male student number. The university offers variety of

degree programs mostly in education, geography, medical technology, linguistics and

other social and natural sciences. The university programs of mineral sciences, medicinal

plants, wildlife, emerging discipline, granite and marble are popular. The major problem

includes inadequate infrastructure and equipment for innovative research. The low

income base of students hence their ability to pay for education is very limited,

geographical accessibility especially for girl students, and above all it is a disaster prone

area due to earthquakes, floods and landslides.

Despite these problems the university is proactive in several fields. It has established

linkages with 22 universities and research institutes for faculty training, joint research

programs and degrees and student exchange visits. The university published 51 papers in

2011 in the Impact factor journals.

There are certain areas which need attention of university authorities. Curriculum revision

and teaching methodology are the key determinants for quality improvement. The

business plan has not explained and emphasized any specific efforts made by the

university in this regard. The university intends to increase 12 new undergraduate degree

programs and add 4800 additional student to make the enrollment figure to 7847.

Similarly 25 new postgraduate programs would be added and raise the post graduate

enrollment to 5339. The Ph.d. enrollment would increase from 98 to 350 students.

These over ambitious targets for the next five year most likely would not be achieved for

several reasons. First, there is no elaborate and professionally designed arrangement

reflected for faculty training in the Business plan. Second, the management of such a

large number of students in the next few years requires intensive planning. There is no

such framework presented in the business plan. The new or revised curriculum for about

40 new degree programs would seem unrealistic. It requires planning and management of

critical mass of human resources continuously working on this task. This seems daunting

in AJK university environment.





The university published 58 papers in 2012 and this number was enhanced to 70 during

2013. It is expected that research publication number would increase to 130 by 2017.

The total number of faculty members are 255 from professor to lecturer out of which 57

hold Ph.d degrees in 2012. The Business plan projects this number to be 140 by the end

of 2017-18. It is important that the university must plan for offering Ph.d. programs in

such a way that most of its own non-Ph.d. teachers have been enrolled and get the

benefits of training. They should be provided generous study leaves and reduction in

teaching load. Their expenses should also be subsidized but must be obligated legally to

serve the university after completion of Ph.d. degree programs.

The University of Azad Jammu and Kashmir generated 42% of the funds from its own

resources and the remaining 58% have been provided by HEC. There is no other detail is

provided about the financial side.

Findings:

i) The university has focused more on expansion and operating ten campuses in

different cities. This create problem of the non-availability of proper

infrastructure. About 22% faculty holds Ph.d. degree which is not adequate.

ii) Most of the students enrolled in the university belong to financially weak

background. Hence their capacity to pay even the tuition fees is a challenge.

The number of girl students is growing and would surpass male enrollment in

the next three years.

iii) There has been no effort visible or any documentation which suggests that

curriculum modernization is being done. Similarly teaching methodology is

another area which needs attention.

iv) The projection regarding the addition of courses is 37 during the completion of

Business plan. Similarly Ph.d. enrollment would increased by 20%.Both of

these projections are not realistic

Recommendations:

i) There is a need to consolidate the programs than more expansion. The ten

campuses need to be managed effectively and efficiently. The key focus

should be on properly trained and qualified faculty.

ii) Resource generation other than the government funds need to be done through

commercialization efforts. The role of ORIC becomes very important. It is not

its establishment but proper functions.

iii) Mechanism for curriculum development has to be established so that the

courses revised periodically.





iv) In view of the national resources and proximity of geography the university

should undertake of medicinal plants, gems production, stone production of

granite and marble etc.

Doability:

The university is the most widespread in the country with ten campuses and enrollment of

about 6000 students. The university is performing well and generates about 42% of

financial resources from its own programs and activities. This money is used with good

financial control. The university needs to focus on consolidation now and try to improve

the quality of education by strengthening faculty training programs, curriculum

modernization, research and commercialization activities. The business plan is doable in

view of the past performance and capacity of the university.


The University of Agriculture, Peshawar Improved Strategic Management Planning and



THE UNIVERSITY OF AGRICULTURE, PESHAWAR

The University of Agriculture Peshawar consists of five faculties which is spread over 23

departments and three Institutes. The University was established in 1981 to impart

Quality education in the field of agriculture and undertake applied research. The

contribution of the university is significant in the field of education and agrarian economy.

The student enrollment is 9800 with 338 faculty members during 2013. The future need

assessment of the university is done on the basis of SWOT Analysis which mentions that

70% of the faculty is foreign qualified with Ph.d (175) and M.Phil (6) degree holders. The

quality enhancement cell is well established focusing on curriculum revision, faculty

development, research and teaching learning resources. Similarly the program of

agribusiness entrepreneurship is performing well in collaboration with National and

International Organization.

However, there are certain problems which need to be addressed. Political interference at

different level of decision making is creating negative impact at the cost of merit and

quality. The focus of research has to be diverted to needs of Industry to generate

resources and facilitate agri-based market. The Ph.d. faculty is not yet fully involved and

committed with the commercialization of research activities under ORIC. This needs to

be streamlined. There has always been a demand of more financial resources but

university should generate through Public-Private-Partnership.

The university intends to introduce about 10 new programs during the next five year

combining business management with new crop and food productions. One such program

would be Halal Food Production by a university for commercial and industrial production.

This program would be linked with B.Sc. (Hons), M.Sc. (Hons), M.Phil and Ph.d. degree

programs. The student enrollment would be enhanced to about 12000 students in addition

to 254 International Student by 2017.

The university has established strong linkages with well reputed 15 International

universities of USA, Japan, Australia, Canada, China etc. for joint research Student

Exchange program and faculty development. The faculty development has been

mentioned as an area of priority and Ph.d. faculty members would increase to 225 from

existing 175. An average of 10 Ph.d annually would be added to the teaching and research

staff. But this would be possible with multi-prong approach of faculty development. Fifty

percent Ph.d scholars should be enrolled with university of Agriculture Peshawar and the

same number would be enrolled in other National and International Universities.

On the financial side the university has generated revenue of Rs. 830.5 million during

2011-12 and the total expenditure during the same year was Rs. 833.2 million. This is





only the recurring side of finances and does not include PSDP funds if provided to the

university. By the end of June 2013 University has invested Rs. 268.4 million in one year

and would expect to accrue interest of Rs. 32.9 million for the same year.

University reflects promising future in terms of quality of education, faculty development,

innovating programs, commercialization activities and financial control.

There are two other components which can be further developed by the university. One is

the discipline of environmental sciences. The key problems that emanates is rapid

development of land for commercial purposes. It is depleting land resources which were

previously used for agriculture, vegetables and fruit gardens. Efforts should be made

through advocacy that this development approach is negative and inverse for food

security and poverty. The second is the biggest problem of deforestation. Although many

sporadic efforts are being made through different Universities, Departments and NGOs

but the onslaught on trees is still going with rapid speed.

Findings:

i) Political interference at different levels of decision making is creating negative

impact at the cost of merit and quality. It also negatively affects the overall

performance of the university.

ii) The area needs attention not only in the enhanced number of research papers

but more so to divert the focus of research to the needs of agro based industry.

iii) The Ph.d. faculty is not yet fully involved with commercialization efforts in

joint efforts with ORIC.

iv) The university needs to study how for the rapid development of land for

commercial purpose which are depleting resources previously used for

agriculture, vegetables and fruit gardens.

Recommendations:

i) Political interference can be minimized if not eliminate depending upon the

good governance practices followed by the university.

ii) The focus of research may be modified to the needs of agro-based industry

and generate resources through this efforts.

iii) The gap between the working of Ph.d faculty doing research and ORIC must

be eliminated. This would promote commercialization efforts.

iv) Launch research project on depletion of agriculture and deforestation.





Doability:

The university has performed well on the basis of quality index, faculty development,

innovative programs, commercialization activities and expenditure control. However the

research needs to be focused specially on the applied side instead of theoretical research.

Another area of concern as mentioned is the political interference by the higher

authorities. Despite these limitations the Business plan is doable as prepared by the

university.


University of Agriculture, Faisalabad Improved Strategic Management Planning and



UNIVERSITY OF AGRICULTURE, FAISALABAD

The University of Agriculture, Faisalabad started as a college in 1906 and elevated to the

university in 1961. The student enrollment in 2013 is 12000 with 600 Ph.d. students. The

annual average publication is 500 papers. The business plan has taken cognize of Medium

Term Development Framework (MTDF-HEII) by emphasizing on the quality of

education, research, teaching, arrangement needs of the society & community and shifting

to Total Quality Management (TQM). The SWOT analysis indicates that 65% faculty

holds Ph.D. degrees with diverse research competencies in applied agriculture sciences.

The UAF has well developed agriculture & livestock farms and veterinary hospital. The

weakness suggests high faculty turnover in recent years, ineffective coordination

regarding academic and development activities. The university has unique opportunity in

the area to collaborate with agro-based industry, joint research with international donors

and extent community services. The major threat to the university is political intrusion

and presences in the university affairs.

UAF has six faculties and 28 departments one faculty of Home Economic would be added

during the Business Plan completion plus a 20 double major BS degree programs. There

has been no specific number of publications is given in any year expect figure of 2500

during the last five years. Information is not available about the impact factor or indexed

journals, national or international journals. At present Ph.d. degree is offered in 32

programs / specialties and 5 would be added during the next five years. The expanses of

BS/MS/M.Phil programs is also envisaged. The enrollment would be increased to 20,000

from existing 12000 with an average annual increase of 1600 students. University has

signed 79 international MOUs and 46 would be added more. Improvement in HRD

department is envisaged by introducing to incentive and reward schemes. University has

lagged behind in providing faculty training programs. The last program was held in 2009

since then no program has been launched or planned. This is inservice program. The

number of Ph.d. holders is 354 which is planned to be surged to 800 by 2018 which is

quite unrealistic almost impossible.

On the financial side university generated Rs. 1752.9 million for 2012-13 and Rs. 591

million from its own resources, the remaining amount was government grant which is

about 33%. The total expenditure has been Rs. 2514.3 with a deficit of Rs. 762 million.

The action plan prepared by the university for Alumni & Community is need to be

mentioned. It delineates 7 areas of action which includes Awareness, Value, Community

Service, Family, Growth, Support Structure and Advancement.

There has been no mention about the role and establishment of ORIC. Most likely it has

not been established and it does not have any priority. One reason is that performance of


University of Agriculture, Faisalabad Improved Strategic Management Planning and



UAF has suffered in branding and commercialization its research / product is the lack of

institutional arrangement to support this activity. One of the purpose and concept of

ORIC has been to support and promote research activities for commercialization which

has not happened. The efficacy of MOUs depends on the output of joint research

activities, tech and student exchange program, collaborative degree programs, resources

mobilization and the extension of other activities.

About half of this Business plan mentions the powers and duties of different offices and

officers. The volume of Business plan could well be reduced to 50% or less.

Findings:

i) University has reasonable large enrollment of 12000 students including 600

studying for Ph.d. degree. But its service charges are meager.

ii) UAF is a professional institution with reputation and brand name in

Agricultural Sciences. But its research products and other resources generation

activities have not been commercialized.

iii) Projection of more than 100% increase in Ph.d. faculty from 374 to 800 is

unrealistic and exaggerated.

iv) The financial dependency of university on the government money is about

70%. This is quite high in view of the shrinking financial resources of the

government.

v) ORIC has not been established and as a result the institutional support to

research, innovation and commercialization is weak.

Recommendations:

i) UAF need to mobilize its activities for resources generation. A strategy needs

to be evolved for this purpose to be followed by an action plan.

ii) The business plan does not provide sufficient information about cash flows,

resources generation, expenditure details.

iii) Information about research publication is also not given.

iv) Projection specially the quantities ones should be reasonable pragmatic.

Doability:

The university has impressive record of publishing 500 papers every year. This is because

of the reason that more than 65% faculty members hold Ph.D. degrees. But the projection

of hiring more than 100% increase in Ph.D faculty from 374 to 800 is exaggerated. The

financial dependency on the government money is about 70% with budget deficit of

Rs.762 million. The Business plan needs to be modified to make it doable.


University of Baluchistan Improved Strategic Management Planning and



UNIVERSITY OF BALUCHISTAN

The University of Baluchistan, Quetta was established in 1970. It has 7 faculties, 33

departments, two institutes and five centers of excellence. The university offer 41 degree

programs which include 7 undergraduate and 34 graduate programs. The current student

enrollment is 6000. The total number of faculty members consists of 484 but only 16%

hold Ph.d. degrees. There is no significant efforts for faculty development program in the

Business plan.

The SWOT analysis reveals that university possesses an adequate infrastructure and

physical facilities but there are not sufficient conditions to improve the quality of

education. The faculty development, curriculum revision, teaching learning resources,

updated evaluation and research are the key determinant of quality improvement. The

weaknesses as mentioned in the Business plan include lack of good governance,

ineffective checks and balance relationship with industry is minimal and curriculum is

outdated. The research and development is directionless.

The intake capacity of student is 600 in 2013and the projection of 2018 is 5000 which is

quite unrealistic and reflects poor planning. The emphases on expansion of student

enrollment from 6000 to 12500 in 2018, reflects lack of seriousness in strategic planning,

management and accountability in university system.

Research is another weak area and no significant number of publications are mentioned in

the business plan. Realistically speaking there is hardly any research carried out in the

system and practically university has been relegated to the status of college where

teaching is the mainstay of its existence. The establishment of ORIC is still far fetched

and no schedule or program has been mentioned as to when the ORIC would find priority

in the university program planning process. It is obvious that there is no linkage with

industry, business and commercialization enterprise. However the strategy as mentioned

in the Business plan says that by 2018 university would establish linkages with 200

industrial and commercial enterprises. Baluchistan University has established two

linkages barely with foreign universities.

Despite abysmal condition as mentioned in the Business plan there are several other

factors of significance because of their absence or unable to find place in the report. First,

the university is placed in the most backward area of the country where the female

literacy rate in rural areas is not more than 5%. The primary school enrollment, infant

mortality rate, maternal mortality rate are the highest in the region. The basic health

services are non-existent. Second, Baluchistan is the poorest province and economically

most deprived area in Pakistan. The basic priority is the human survival which requires





minimum intake of 2500 calories per day for each adult. The opportunity cost of

education is so high that most of the population cannot afford to pay. Third the law and

order situation and security threats are so volatile that to run a university in such

circumstances is a challenge of unparalleled dimension. Fourth, the province is in the

state of war and badly suffering from foreign threats as well as internal instability and

ethnic violence. Fifth the geographical proximity and mountain terrains and weather

extremities both in summer and winter negatively effect the entire spectrum of life.

The question then is what should be done.

One, the performance of the Baluchistan University should not be measured against the

indicators or template prepared for Business plan. The Baluchistan faces special problems

hence should be evaluated accordingly.

Two, the university should minimize the focus on increasing the student enrollment or

enhancing the number of degree programs. If the number has increased as projected then

the management problems are going to arise. In addition the faculty shortage would be

made a more serious problem. The quality would suffer and research would be neglected.

Three, the focus of the Business plan is to consolidate the gains of university whatever

little it may be interms of its number of graduate and the any research done by the faculty.

Four, the employment of all the university graduates should be planned either through

employment generation, self-employment, commercial activities, availing services of

industry, small business, micro finance, skill development programs etc should all be

directed for resource generation.

Findings:

i) Only 16% of the faculty holds Ph.d. degree. There have been no significant

efforts for faculty development in the Business plan.

ii) The university is located in the poorest province of the country. The law &

order situation both due to external and internal factors negatively affects the

entire spectrum of life including higher education.

iii) There is hardly any research work done in the university. The functioning of

university has been relegated to college.

iv) The curriculum modernization is non-existent. The ineffective system of

checks & balances has created problem of governance.





Recommendations:

i) The performance of the university should not be measured against the

template prepared for Business plan. The university / province face special

problem.

ii) University should minimize the focus on enrollment surge and enhancing

degree programs. There is already faculty shortage with proper qualification.

iii) Employment of university graduate should be planned through commercial

services private industry, small business enterprise and microfinance.

iv) Government both federal and provincial should be generous to provide funds

to the university.

Doability:

The university is established in one of the poorest provinces of Pakistan where the

security situation is very uncertain. The geographical terrain is almost inaccessible in

mountains. The basic health & education facilities in rural areas is very limited. Despite

all this the university has enrolment of over 6000 students. The number of Ph.d. faculty is

small. If the Business plan is geared towards consolidation and faculty development then

it would be doable with substantial government funding.


University of Engineering and Technology, Lahore Improved Strategic Management Planning and



UNIVERSITY OF ENGINEERING AND TECHNOLOGY,

LAHORE

The university of Engineering and Technology Lahore is the oldest institution of Pakistan

imparting Engineering education. It has seven faculties, thirty three departments and

nineteen research centers. The enrollment at undergraduate level is 8030 offering B.Sc.

degree in different branches of Engineering. The enrollment at M.Sc. / M.Phil level is

1817 and at Ph.d level is 286 students. The total number of faculty members is 893 and

the student teacher ratio is 15:1. About 200 faculty members hold Ph.D degrees and 220

faculty members have been pursuing doctoral degrees in different foreign universities.

The UET has campuses at Kala Shah Kaku, Gujranwala, Faisalabad and Narowal.

The SWOT analysis reveals that university has a brand name not only in Pakistan but also

abroad especially in Middle Eastern Countries. The degree programs covered most of the

disciplines of Engineering and Information Technology with very good student teacher

ratio. The weakness as pointed is the shortage of Ph.d. faculty especially in the fields of

Geological, Petroleum and Mining engineering. The teaching faculty is reluctant to use

ICT related facilities which seems strange. There has been shortage of trained and

qualified faculty members at satellite campuses. The Punjab government has planned to

provide more funds to UET. KSK campus for energy development.

UET Lahore has great potential to generate resources from consultancy services by

offering services in different fields of engineering and technology. The employment of

UET graduates have slowed down because of the energy crisis. The industry is adversely

effected by shortage of gas and electricity. The university does not offer much incentives

to retain its Ph.d. faculty because the private sector provides very attractive terms of

employment which a public sector university cannot afford.

The UET has established ORIC, Quality Enhancement Cell and HEC focal person office

as per the guidelines provided by HEC. The university has laid emphasis on applied

research for the application and use in industry. The ORIC has been a useful instrument to

commercialize research and innovation. The university offers M.Sc. /Ph.d degree program

in fifty three discipline which is the maximum numbers offered by any other engineering

university in Pakistan.

Curriculum revision / modernization is a regular feature of university development

system. It follows the guidelines provided by the HEC and duly recognized by Pakistan

Engineering Council, Pakistan Council of Architect and Town Planning and National

Computing Accreditation Council. The Quality Enhancement Cell is fully functional and

carrying out the function as per the guidelines of Quality Assurance Agency (QAA). The





QEC is responsible to implement different evaluation techniques in teaching and learning.

Another area of focus is research for which a separate research center has been

established to monitor the quality and progress of research with emphasis on applied

research in collaboration with ORIC. However there is no information provided in the

Business Plan as how many research papers per year have been written or published?

University has planned to introduce seven new programs at postgraduate level to enhance

the number to sixty from existing fifty three. Similarly the number of postgraduate

students both Ph.d and M.Sc. would add 1287 new students during the life of the Business

plan.

The total enrollment of all the five campuses in 2012-13 has been 11067 and would be

increased to 14035 students by 2017-18. The university generated Rs. 45 million from

research and consultancy services during 2013. University has established a network of

international linkages with twenty international universities and research institute in the

developed countries. Similarly the industrial linkages have been established with twenty

two industrial enterprises.

For the development of human resources other than the degree programs university offer

short courses in Nano Technology and other highly sophisticated and emerging

disciplines.

On the financial side the annual budget of UET for 2012-13 have been Rs. 2459.56

million but university generated only Rs. 595 million from its own resources. The size of

the budget is the reflection of the financial capacity of the university which is quite large

and sophisticated but its capacity to generate financial resources is relatively small as

compared to other public sector institutes of higher education which generate on average

50% the financial resources.

UET is quite weak in the areas of community services and public private partnership.

There has been no efforts made or program initiated to involve the community around the

university and obtain support for higher education. However the UET has signed MOU

with thirty eight International universities for student exchange programs.

Findings:

i) It is quite strange that the faculty members of UET are reluctant to use ICT

services provided by the university. This probably reflects the fear as how to

manage change and come out from status quo or a mind set.

ii) The shortage of Ph.d. faculty in various disciplines have been identified but

the opening of four more campuses in different cities is in direct negation of

the shortage of trained and qualified staff.





iii) There has been no significant program for faculty development mentioned,

established or identified.

iv) The financial resources generation has been insignificant as compared to the

overall budget of the university.

v) The university is quite weak to develop linkages with community or other

such services which benefits the community.

Recommendations:

i) UET need to focus on the consolidation program instead of expansion. The

satellite campuses should be encouraged to generate resources through the

provision of different services.

ii) There is a need to provide short training courses in the leadership and change

management and to get rid of reluctance to use ICT services.

iii) The faculty development program has to be prepared comprehensively both

within Pakistan and in foreign universities.

iv) The contact with community needs to be encouraged along public-private

partnership.

Doability:

The university has established four satellite campuses which suffer from shortage of

trained and qualified faculty and scares financial resources. Similarly the lack of

information about research publication may be attributed as another weak area. Although

the university is quite big managing over 11000 student and operating annual budget of

about Rs. 2.5 billion but only half billion is generated by the university. The number of

Ph.d faculty members is 200 out of about 900 total faculty. With major revisions in the

business plan it would be doable.


University of Gujrat Improved Strategic Management Planning and



UNIVERSITY OF GUJRAT

University of Gujrat has nine faculties and twenty seven departments offering fifty six

programs both at undergraduate and post graduate level inclusive of a Medical College.

The University of Gujrat has established a vibrant Quality Enhancement Cell to ensure

and monitor Quality of Education. There are Eighty Four Colleges affiliated in various

parts of Punjab and Federal Capital. The total number of teaching staff is four hundred

and eighty seven with only seventy seven holds Ph.d. degree which is almost 15 percent.

More than sixty percent of the faculty constitutes females. The average annual research

publications is about sixty five. The total student enrollment in 2012 has been 9527.

During the financial year 2012-13 the total revenue generated was Rs. 658.97 million and

anticipated expenditure was Rs. 889.21 million hence the deficit was Rs. 230.23 million.

The SWOT analysis has been done which reveals that the location of the university is a

strength as it is situated in the golden industrial triangle of Gujrat, Gujranwala and Sialkot.

There is greater possibility of collaboration with industry for joint project to generate

financial resources for the university. The major weakness is the small of faculty holding

Ph.d. degree and the city is less attractive for the faculty and students. The future

opportunities including a surging student enrollment because of the highly populated

geographical location with vast student catchment area. The threat is to retain the

qualified faculty which is already in small number.

In the context of Quality the university has established Quality Enhancement Cell.

University plans to modernize curriculum and has demonstrated some efforts in this

regard. Student evaluation of faculty and course review provides feedback and also the

employment of the graduated student held in identifying needs and weaknesses in the

curriculum. Similarly delivery method is updated and modernized through the intensive

use of ICT. In the field of research, efforts have been made but the research has not been

prioritized in the quality context. The number of research publications is small (65) as

compared to the number of faculty members which is 487. The university has identified

future plans for research development which demonstrate their commitment to research.

The university has established ORIC and intend to benefit from it and launch programs

through public private partnership.

The projected student enrollment by 2017 would be 14810 from the existing 9527. The

post graduate enrollment would surge from 940 to 2190 students. There is lot of internal

inconsistencies in the report. There have three different enrollment figures for the same

year under different headings and chapters. The number of degree program would be

increased to sixty from the existing thirty seven by the completion of the business plan.

The university has established international linkages with several foreign universities for


University of Gujrat Improved Strategic Management Planning and



exchange programs for joint degree programs, faculty and student exchange / program.

The number of faculty members with Ph.d. degrees would be 200 in 2017 from existing

seventy seven. How that would happen is not clear. Neither there is a plan nor any

resources allocation.

Findings:

i) Faculty training is quite a weak area despite enrollment surge of students.

Number of Ph.d. holders is quite small in a large faculty.

ii) There has been no plan and resources identification for the training of faculty.

iii) The research publication is another weak area. There has been no program

mentioned in the business plan about the promotion, generation and use of

research.

iv) Despite the fact that university is located in the geographical proximity of the

golden triangle (Gujranwala, Sialkot, Gujrat) no efforts have been visible to

develop linkages with the industry and business to generate resources.

v) The information provided in the business plan is internally inconsistent.

Recommendations:

i) A pragmatic faculty development plan needs to be developed for the next four

years with yearly breakdown. It must identify financial resources for this plan.

ii) Faculty members should be encouraged to improve their qualification and

obtain Ph.d. degrees. University need to provide some incentives for this

purpose which may include generous study leave, better prospects in career

development etc.

iii) Although the ORIC has been established the university has not been able to

utilize its potential to create linkages with Industry and other commercial

activities.

iv) The internal inconsistencies of the report should be removed.

Doability:

The student enrollment surge to about 10,000 is good and the key reason mentioned for

this is the location of the university in golden triangle of Gunjrawala, Gujrat and Sialkot.

The Ph.d. faculty is only 15% of the total teaching staff of 487. The university has neither

demonstrated nor planned any program for financial resources generation despite its

location at industrial and agriculturally rich land. The linkages with the industry is weak

and so is the community support services. Since the university is relatively new, however

it is expected to modify or revise the business plan as suggested in the findings and

recommendations of the university report. After the major changes the business plan

would be doable.


University of Health Sciences, Lahore Improved Strategic Management Planning and



UNIVERSITY OF HEALTH SCIENCES, LAHORE

The University of Health Sciences was established in 2002 and constitutes 16 Academic

Departments offering Ph.d, M.Phil and MS courses in Basic Medical and Dental Sciences.

These are 67 Medical Colleges and Institutes affiliated with the university. The UHS is a

different category of institute which plays the role of guardian in terms of admission

policy, conducting of examinations and declaring results, oversee the quality control of all

the medical colleges in the province of Punjab. In addition it imparts education mostly in

Basic Health Science at postgraduate and above level. It does not offer MBBS degree.

Hence its enrollment is small and so is the faculty. The university is more inclined

towards research because most of the degree programs are researched based.

The university has done SWOT analysis. Its key strength is the low cost but high quality

postgraduate medical education in Basic Medical Sciences. In addition simulation

laboratories for teaching and training are also available. The weakness is that there has

been no hospital attached to the UHS hence clinical teaching facilities are not available

for training and teaching. The middle level management is quite weak and there is lack of

interest to improve because of the unattractive service condition for management staff.

There is heavy dependency on the part time / visiting faculty. The opportunities include

growth potential in research especially in determining genetic and molecular basis of the

disease. The threat includes to retain qualified and experienced faculty because the

private sector offer better job opportunities and facilities to the senior faculty members.

The university has established a Quality Enhancement Cell to ensure better Quality of

Education and goal driven management. The Standard Operating Procedures (SOPs) have

been set for smooth functioning of the organization but the Quality Enhancement Cell

regularly monitor the performance. The QEC also carried out various surveys about the

student achievement, Teacher Evaluation and Administrative performance. This

demonstrates that UHS is quite vigilant to monitor and promote quality.

Another aspect of Quality is the Modernization and revision of Curriculum. The

university has set a rigorous procedure for curriculum revision and modernization.

Similarly lot of emphasis have been placed on the Methods of delivery. The UHS follows

face to face, hybrid instruction, e-learning, video conferencing, accelerated teaching

methods and hands on training. On the research side the performance of the university is

average. The research papers written during 2013 has been sixty five but the status of

their publication is not known. The university plans to enhance this number to one

hundred fifty by 2018.

The postgraduate enrollment in 2013 has been 160 which would be 400 as projected by

2018. But the university has serious problems of the dearth of Ph.d. Supervisors. The





doctoral students in 2013 was 22 and would be increased to 70 by the completion of the

business plan. The total student population was 284 and would be increased to 1045 by

2017-18. This is quite unrealistic in view of the shortage of qualified faculty.

The UHS has established ORIC but it is not fully functional as its services for research

and coordination are not utilized fully. The university has made efforts to develop

international linkages and signed Memorandum of Understanding for faculty exchange,

joint degree programs and collective research project. The UHS is proactively working

for the establishment and promotion of ICT and moving to the direction of e-university.

The number of faculty members in 2013 has been 46 out of which 22 faculty members

hold Ph.d. degrees and projected number by 2017-18 would be 320 which looks quite

unrealistic specially in view of the scare financial resources. The university does not

generate much funds as compared to other universities in the public sector. UHS has

relatively small number of students and offer degree programs in quite limited disciplines.

The number of Ph.d. degree holder faculty is less than 50%.

On the financial side university generated resources worth Rs. 620.25 million during

2012-13 and the expenditure for the same year was Rs. 302.86 million with surplus of Rs.

317.38 million. This reflects prudent spending and good expenditure control. The

university has mentioned goals for financial sustainability but it needs strategies and

programs for this purpose. The efforts are being made in the entrepreneurial thrive but the

output is not forthcoming.

Findings:

i) There has been no hospital attached to the university which is an anomaly

being a university of Health Science offering degrees of M.Phil & Ph.d. which

are research based.

ii) The middle level management is quite weak and not interested to perform

duties because of their uncertain future and no career path and proper service

rules.

iii) Dearth of Ph.d. faculty to supervise the students for higher degree programs is

a serious issue.

iv) The issue of retention of qualified faculty is a challenge because the private

sector offer much better salaries and service conditions to the high qualified

and experience faculty.

Recommendations:

i) The new admissions for M.Phil and Ph.d. degrees should only be started if a

full-fledged hospital is attached to UHS. This has to be mandatory for

admission.





ii) The university needs to formulate proper service regulation for management

staff specially at middle level so that they are motivated to work and own the

organization they work for.

iii) Faculty training specially to obtain Ph.d. degree needs to be planned and

implemented. Financial resources for such a program needs to be properly

identified.

iv) The UHS must address the issue of retention of its highly qualified and

experienced faculty by providing incentive schemes.

Doability:

The university is the custodian of medical education in the province of Punjab by

instituting quality control, undertaking admission processes and conducting all the

examination of medical colleges. In addition it also imparts education and offer degree

programs in basic medical sciences subject at the level of M.A/M.Phil and Ph.d. degrees.

Despite these degree programs the university has no teaching hospital attached to it.

Similarly ph.d. faculty in basic health science is not available. The university is doing

good work in two areas. First is the centralized admission to all the Medical Colleges in

Punjab but only in public sector. Secondly the conduct of examination on regular basis

with professional competence is another strength. The business plan is doable with some

modification.


University of Malakand Improved Strategic Management Planning and



UNIVERSITY OF MALAKAND

The University of Malakand located in Chakdara at lower Dir has prepared the business

plan for the year 2013-2018. In the preparatory phase of the report the technique of

SWOT analysis is used. It has provided not only the analytical tools but also identified the

opportunities which would be further developed for the improvement and upgradation of

the university. The university is located in an area with very poor economic base where

health, education and accommodation facilities are extremely limited. It is one of the

hardest areas of KPK where International Donors are reluctant to provide any support or

partnership because of unsecure law and order situation. It also leads to budget constraints.

But report also highlights opportunities available at the university. There are some rare

species of medicinal plant with rich biodiversity. The closeness and cohesiveness of the

community is also an advantage for the public private partnership of the cottage industry.

The indicators of quality improvement has also been given adequate importance. The

Curriculum Revision, though modest, but it is a regular feature of the university activities.

The component of research is in the process of development but would take longer time

to excel in this field.

There are 56 faculty members with Ph.d degrees and the university intends to increase

this number to 200 by the end of 2018. On average the university would increase the

number of Ph.d faculty every year would be 28 which is an ambitious target. The

likelihood of the achieving this number is minimal because of several reasons. The first

one is the shortage of financial resources but also the non-availability of the faculty.

Similarly the law and order situation of Dir lower in particular and KPK in general is also

major hindrance. The retention of highly qualified faculty in remote and difficult terrain is

also a challenge. Despite the problems the university resolve is solid and should be

supported financially, technically and academically by provincial and federal

governments and also by donors. The research projects planned by the next five years is

100 but the number of projects approved is 50. If concerted efforts are made it is expected

a reasonable progress would be made to complete 25 projects from approved 50.

The university revenue collection for 2012-13 has been Rs. 411.902 million and this is

expected to increase to Rs. 783.00 million in 2018. The total expenditure during 2012-13

was Rs. 1028.00 million and expected to increase by Rs. 1766.50 million. Prudence is

recommended in the financial control.

The student population in 2012-13 is 4016 and expected to increase 6700 during 2017-18.

The major challenge would be to sustain the quality of teaching and research. The

university need to prioritize future program.





First, the focus of increasing the student enrollment should be minimal. The increase

number of students would put extra burden on university resources. It is also correct that

increased enrollment would generate financial resources through fees and service charges

but the quantitative indicators would suffer.

Second, efforts should be made to train faculty members for higher degree programs of

M.Phil and Ph.d. This is a big challenge because it needs financial resources and also

incentive package to retain them in the university.

Third, the establishment and effective functioning of ORIC would provide opportunities

of commercialization of research.

Findings:

i) The university is located in one of the most difficult area of the province of

KPK. The accessibility, the insecurity, poor government infrastructure all

creates a precarious situation for the university. Even the donors are reluctant

to fund any projects there.

ii) The qualified faculty is in great demand but the conditions are so difficult that

already working faculty is difficult to retain.

iii) By the same taken the research has suffered despite the facts that faculty

makes efforts in this regard.

iv) The establishment and working of the ORIC should be seriously considered. It

would be a helpful option.

Recommendations:

i) Both federal and provincial governments should be generous in providing

funds to the university. It would be unfair to expect resources generation by

the university in present situation.

ii) The funding for the training of faculty within Pakistani universities and also

foreign universities should be provided on regular basis.

iii) Research quantity & quality would improve with the development of faculty.

iv) ORIC should be established to strengthen university activities for research,

innovation and commercialization.

Doability:

The university is located in one of the most difficult part of the province of KPK. The

inaccessibility, insecurity and poor government machinery creates a precarious situation

where the management and administration of the university is an uphill task. Despite all

these problems the university is functioning with an enrollment of over 4000 students, 56

faculty members with Ph.d. degrees and operates a budget of about Rs. 450 million in a





year. The university is deficient in area of research, faculty development, quality

improvement etc. but the university performance cannot be compared with other

universities located in relatively peaceful areas. The findings and recommendations have

been given in the report which need to be implemented. The business plan would be

doable.


University of Science and Technology, Bannu Improved Strategic Management Planning and



UNIVERSITY OF SCIENCE AND TECHNOLOGY,

BANNU

The University of Science and Technology Bannu was established in 2005 in one of the

most difficult geographical terrain and politically volatile environment. But in its short

history it has focused more on the opportunities which the new university offered than

blowing the weaknesses. Location is the strength for the students of Bannu, Marwat,

North Wazirastan and some parts of Karak find USTB geographically convenient to take

admission. Although the institutional structure is weak, Human resources less qualified

and unsophisticated but USTB has attracted lot of attention of Federal and provincial

governments and International donors because of its difficult situation and resolve in

confronting terrorism and poverty. The university has demonstrated seriousness in

development planning and programs have been of a great advantage to student.

Despite difficult terrain and backwardness the university is quite progressive in strategic

planning, program development and faculty development. Curriculum revision is an

important component of academic activities and so is the method of delivery in teaching

and curriculum management. The university extensively use ICT as major tool for

enhancing teaching-learning resources inclusive of internet, website, online digital library,

multimedia and laptop. The student enrollment is 2102 in 2012 at MS/M.Phil/Ph.d level.

This number would increase as projected to 3638 in 2017. In addition university offers

B.A/BS/M.A programs. The university is not lacking in research and published 136

papers in 2012 but very few are in impact factor journals. By 2017 the publication would

be enhanced to 300. The quality of research needs to be improved to the level so that

indexed and impact factor journal would accept the research papers.

The development of faculty program is a big challenge. At present 32 Ph.Ds (2012) are

teaching and 7 members are studying abroad. University needs a comprehensive Faculty

Development Program however it intends to add 30 more faculty members with Ph.Ds by

2017. It needs resources identification and sustained program of faculty hiring by the

university. Generous study leave facilities and other incentives should be given to faculty

members to pursue doctoral degree program within Pakistan also.

The university has successfully managed and generated financial resources. During

2012-13 the recurring budget was Rs. 143.842 million. The total PSDP program provided

Rs. 704.767 to university with Foreign Exchange Component of Rs. 71.22 million. In

addition the university generated Rs. 350 million from the International NGOs.

The financial accountability is being practiced in the university as is reflected from the

documentation of Business plan. During 2012-13 total income (government grants + self





generated) of the university was about Rs. 270.33 million and total expenditure for the

same year was Rs. 264.77 million hence university saved about Rs. 5.5 million without

cancelling / closing any other degree program. However the university is still struggling

to establish linkages with Industry and Community. The establishment of ORIC is not yet

on the cards. Similarly university has not been able to extend the coverage of higher

education to the communities. However the student enrollment is increasing but the

meaningful role of community with higher education and university support to the

community in the form of joint collaborative programs, training etc. is missing.

The university needs to make special efforts for the development of faculty training. Six

Ph.ds every year needs to be added to the existing faulty as projected. It is quite a

challenge in Bannu. There are two options. One, hire Ph.d faculty members and give them

special incentives particularly financial to stay in difficult place like Bannu which is

almost semirural. Second encourage its non-Ph.d faculty to enroll in Ph.d programs in

other universities of Pakistan. USTB should give generous study leave with full pay and

other benefits. However if foreign scholarship or funding for study abroad becomes

available it should be immediately availed.

USTB should also focus on the establishment of ORIC because it would facilitate

research grants to researcher, open possibilities of commercialization of university

researches and also generate resources through public-private partnership.

Findings:

i) One of the major challenges is the faculty development. Few Ph.ds are

available and teaching in the university because of the difficult terrain and

extreme tribal and rural setting.

ii) Although the number of research papers as mentioned in the business plan is

136 during one year but the status of quality & publication is not known.

iii) ORIC has not been established and neither is any program reflected in the

Business plan. One reason could be the law and order situation which would

hinder the commercialization efforts.

iv) The linkages with industry and community are negligible. This could again be

the reason of security situation which is quite fragile.

Recommendations:

i) Government enhanced funding is necessary for the university. This would be

specially required for faculty development.

ii) Financial accountability is well practiced hence the increased resources by the

government would be well spent.

iii) The USTB should focus on the quality research instead of quantity.





iv) Establishment ORIC is needed for developing industry and community

linkages.

Doability:

Despite the fact that the university is located in a difficult geographical terrain and

dangerous security situation but university is quite progressive in strategic planning,

program and faculty development. Curriculum modernization and delivery methods of

teaching are important components of business plan. The university has an impressive

record of publishing 136 papers in a year and has enrollment of over 2000 students. The

university has done well in generating Rs. 350 million from international NGOs during

the last few years. During the operation of annual budget the university saved Rs. 5.5

million. There are some areas of weakness including the commercialization linkages and

ORIC not yet established. But the university has performed quite well and its business

plan is doable.


University of the Punjab, Lahore Improved Strategic Management Planning and



UNIVERSITY OF THE PUNJAB, LAHORE

The University of the Punjab is the oldest institution of higher education established in

pre-partition (1947) India in 1882. The university was both an examining as well as a

teaching entity from the very beginning. The Allama Iqbal Campus has been located on

the Mall and the New Campus (Quaid-i-Azam) was established in 1958 at canal bank.

The university has 13 faculties, 10 constituent colleges, 730 departments / centers /

institutes, 596 affiliated colleges, 33258 on campus students and 278,889 off campus

students. It has 1084 faculty members involved in teaching & research. The university has

40% faculty members with Ph.d. degrees. The SWOT as a hurried and casual exercise in

pure and applied sciences and ranked no. 1 by HEC as first among the general universities.

Majority of students come from middle and lower middle classes and university carries a

brand name among the public sector institutions. It has the largest number of affiliated

colleges. The weaknesses include insufficient i) on job training for faculty and

administrative staff ii) liaison between industry, community iii) resource sharing among

departments results into wastage. The opportunities lies in distance education revenue

generation, short professional courses, enhanced Ph.d. enrollment, efficient working of

ORIC and linkages with International universities and institutes. But political interference

is a persistent threat, decreasing registration and college affiliations, highly qualified

quality difficult to retain and decrease in government funding. The curriculum revision

and methods of delivery finds a significant importance in the Business plan to make the

content and instructions effective. The university offer degree programs both in semester

and annual system and there are 123 foreign students enrolled. The student enrollment

would surge to 46882 in 2018 from the baseline of 33258. The average annual publication

is 875 papers. How many of these in Impact factor journals is not known through the

Business plan. The university has made concerted efforts to generated and promote

quality research and formulate action for commercialization of research with industry.

The split degree programs have been implemented in collaboration with foreign

universities. The university has been doing very well in providing ICT services through

PERN-2 Network, Web Portal, software development, Digital Library, IP telephone

Project (VOIP), maintenance services, wireless network extension (Wi-Fi-) etc.

The total revenue for the year 2012-13 was Rs. 4781.1 million and the expenditure for the

same year has been Rs. 5385.2 million with deficit of Rs. 604.1 million. The HEC grant

was Rs. 1839.1 million and entire remaining amount was generated by the university. The

opening balance for 2012-13 was Rs. 487.619 million and closing balance was Rs. 116.49

million. The university intends to generated, on average 10.2% revenue every year till the

completion of the Business plan in 2018 by Rs. 10277 million. The projected number of

Ph.d. holders would be 636 in 2018 from 424 in 2013 which means 42 Ph.Ds per years


University of the Punjab, Lahore Improved Strategic Management Planning and



which is quite achievable. The university has signed MOUs with 75 universities of

international reputation through dual degree programs, joint research, faculty & student

exchange programs.

Findings:

i) Lack of any plan or program for the in services faculty and no incentives to

continue serving the university. Hence the university has not been able to

retain the qualified faculty specially with Ph.d. degree.

ii) Despite large faculty with many laboratories the university has not been able

to develop any substantive linkage with industry for commercialization.

iii) Poor coordination between and among the different departments and centers in

sharing and utilization of resources which results in duplication of efforts and

wastage of resources.

iv) Such a large university with huge enrollment, brand name, oldest institution

established in the 19th century, generates considerable resources just from

registration and tuition fees but still asking government most of the time to

provide more money to the university is not acceptable.

Recommendations:

i) University must generate resources by introducing and enlarging the number

of professional and applied courses, commercialize activities in collaboration

with industry, etc.

ii) The provision of faculty training specially enrollment in Ph.d. programs

should not only be encouraged but also planned with incentives of study leave,

reduced work load, visit to foreign universities, enhanced remuneration etc.

iii) The management of such a big outfit is a challenge. It should be improved

through planning efficient use of resources, professional internal monitoring

and financial control.

Doability:

The university operates a huge budget of Rs.4.7 billion but about 50% of this is generated

by the university. The business plan suggests that the university intended to generate on

average of 10.2% funds every year by 2018. The university has 40% faculty with Ph.d

degrees out of the total number of 1084 teaching staff. It has huge enrolment of 33258

students on campus and 278,889 students off campus. These off students are actually

enrolled and studying in different colleges of the province but affiliated with the

university as an examining body and degree awarding institution. The university is going

well in providing ICT facilities, split degree programs for faculty development and

generate financial resources. The university business plan is doable.



Annexure-IV

REPORT ON PROGRESS AGAINST

BUSINESS PLANS OF HIGHER

EDUCATION INSTITUTIONS (HEIS)

VISITED BY CONSULTANT




January 28, 2015 | 1 |

Annexure-IV

REPORT ON PROGRESS AGAINST THE BUSINESS PLANS OF

HIGHER EDUCATION INSTITUTIONS VISITED BY CONSULTANTS

These reports are based on the discussions and meetings held with the focal group persons identified by HEC and the information

provided by the universities and the observations of the consultant.

INSTITUTE OF MANAGEMENT SCIENCES, PESHAWAR

Progress against the Business Plan as of January, 2015 is provided in the table given below:

Key Result Area (KRA) of the Business Plan

KPIs Baseline 2011-12

Targets Progress Remarks

2012-13 2013-14 2012-13 2013-14

Students

Undergraduate 1330 1360 1400 1598 1431 Progress Exceeded

Graduate/Post Graduate 1628 1700 1860 1179 1084 Progress steady but slow

Enhance student support services. No. of Buses 5 5 6 5 6 100% Achieved

No of Hostels 2 2 2 2 2 100% Achieved

Attract more students in all programs, particularly graduate and post graduate levels.

No. of linkages with academic nurseries 0 10 15 0 0 Negligible

Advertisement in press 5 10 15 22 15 Progress Exceeded

No. of Afghan Students 3 10 15 60 48 Progress Exceeded

Enhance student support services. No. of Buses 5 5 6 5 6 100% Achieved

No of Hostels 2 2 2 2 2 100% Achieved




January 28, 2015 | 2 |




2012-13 2013-14 2012-13 2013-14

Academic Programs

Introducing new specializations 1. Islamic Banking and Finance and Entrepreneurship & Innovation in the BBA Programs

4 6 6 5 5 Progress steady but slow

2. Software Engineering, Multimedia, and Networks in the BCS program

0 3 3 0 0 Negligible

Increasing participation of experts from industry in curriculum development

Number of experts from industry to be increased in curriculum development

1 3` 3 1 1 Progress steady but slow

Incorporating inputs from academic experts in curriculum on yearly basis

Frequency in revision of curriculum on yearly basis

0.5 1 1 1 1 100% Achieved

Increasing emphasis on research that solve problems faced by industry and the economy

Percent of research reports/thesis that solve problems faced by industry and the economy

10% 20% 30% 15% 20% Progress steady but slow

Increasing emphasis on case-based teaching methodology

Cases to be discussed in each class 0 1 1 1 1 100% Achieved

Increasing emphasis on independent studies and practical work through involvement of students in projects, internships, and study tours.

Percent of practical work 20% 30% 40% 25% 30% Progress steady but slow

Collaborating with foreign universities for guest lectures through video conferencing

Number of lectures through video conferencing


Arranging special seminars and workshops Number of seminars 10 15 20 20 25 Progress Exceeded

Internally assessing our programs through Quality Enhancement Cell (QEC).

Yes Yes Yes Yes Yes 100% Achieved

Externally accrediting the non-accredited programs from relevant accrediting agencies.

1 Program

2 Programs

2 Programs

1 Program

1 Program

Progress steady but slow

Introduction of new programs Introducing BS Telecom Systems program





January 28, 2015 | 3 |




2012-13 2013-14 2012-13 2013-14

Systematically identifying and approaching new sources of students’ scholarships

Percentage of students with scholarships


Increasing the Institute’s exposure among educational nurseries through orientation for the students and faculty in the prospective institutes

No of colleges to be visited for orientation


Arranging co-curricular and extra-curricular activities such debates, cultural dramas, mock sessions, exhibitions, sports

Number of co-curricular and extra-curricular activities to be arranged

0 5 10 19 28 Progress Exceeded

Recruiting, training, and developing highly qualified faculty and staff members to deliver quality education and project distinctive image of the institute

Number of faculty members with PhD 27 30 40 25 29 Progress steady but slow

Introducing new specializations Islamic Banking and Finance and Entrepreneurship & Innovation in the MBA (3-Semester) and MS (Management) Programs


Corporate Finance and Public Finance in MSc (Finance)


Increasing participation of experts from industry in curriculum development

Number of experts from industry to be increased in curriculum development

1 3` 3 1 1 Progress steady but slow

Incorporating inputs from academic experts in curriculum on yearly basis

Frequency in revision of curriculum on yearly basis

0.5 1 1 1 1 100% Achieved


Percent of research reports/thesis that solve problems faced by industry and the economy

10% 20% 30% 25% 30% 100% Achieved

Increasing emphasis on case-based teaching methodology

Cases to be discussed in each class 0 1 1 1 1 100% Achieved




January 28, 2015 | 4 |




2012-13 2013-14 2012-13 2013-14

Increasing emphasis on independent studies and practical work through involvement of students in projects, internships, and study tours.








Externally accrediting the non-accredited programs from relevant accrediting agencies.

Number of programs to be externally accredited

1 1 1 1 1 100% Achieved

Introduction of new programs Introducing MS Statistics, Development Studies, and Project Management


Introducing MS Telecom Systems 0 1 1 0 0 Negligible



44% 55% 56% 43% 80% Progress Exceeded




Arranging co-curricular and extra-curricular activities such debates, cultural dramas, mock sessions, exhibitions, sports

Number of co-curricular and extra-curricular activities to be arranged





Percent of research that solve problems faced by industry and the economy





January 28, 2015 | 5 |




2012-13 2013-14 2012-13 2013-14

Increasing emphasis on independent studies and practical work through involvement of students in projects








Introducing PhD Economics and Development Studies

2 3 4 3 3 100% Achieved









Research and Consultancy

Workshops / seminars on research and consultancy proposals

9 workshops / seminars 0 1 2 2 2 Progress Exceeded

Members of Research Committee from multiple disciplines

8 members of the Research Committee from multiple disciplines

4 8 8 8 8 100% Achieved

IMSciences Travel Grants Program 45 travel grants for local research conference





January 28, 2015 | 6 |




2012-13 2013-14 2012-13 2013-14

IMSciences Research Project Program (IRPP)

25 small-scale research projects funded by IMSciences

0 5 5 0 15 100% Achieved

Case studies prepared by IMSciences faculty and students

14 case studies 0 2 2 0 2 Progress steady but slow

Revision of Faculty Promotion Criteria A document on faculty promotion criteria


Academic conferences organized by IMSciences

4 conferences 0 0 1 0 1 100% Achieved

Revision of faculty workload formula A document on faculty workload with a balance between teaching and research / consultancy


Sabbatical leaves granted 20 sabbatical leaves 0 4 4 0 0 Negligible

Joint research projects with the industry 18 research projects with industry 0 1 2 5 2 Progress Exceeded

Industry-Academia Brainstorming sessions / seminars

9 brainstorming sessions / seminars 0 1 2 0 0 Negligible

Regional University-Industry Conference (RUIC)

4 RUICs 0 0 1 0 0 Negligible

International Academic Network

New/Revised MoUs with international universities

11 new/revised MoUs signed 1 2 2 3 2 100% Achieved

New/Revised curricula developed 16 new/revised course curricula developed


Student Exchange Program launched 20 students sent abroad through exchange program


Faculty Exchange Program launched 20 IMSciences faculty members sent abroad through faculty exchange program





January 28, 2015 | 7 |




2012-13 2013-14 2012-13 2013-14

Semester courses delivered by faculty from new international partner universities

10 semester courses 0 0 1 0 0 Negligible

Lectures / seminars delivered by faculty from new international partner universities

42 lectures / seminars 7 7 7 0 0 Negligible

Infrastructure and Facilities

Establishment of 10 new state of the art I.T Labs

No. of I.T Labs 6 9 10 7 7 Progress steady but slow

Enhancement and upgradation of the existing I.T infrastructure

No. of Servers installed 9 11 12 12 12 100% Achieved

No. of Servers upgraded 0 3 3 3 3 100% Achieved

Main Bandwidth (Mbps) 52 52 96 52 70 Progress steady but slow

Campus Management Solution 0 1 1 1 1 100% Achieved

Recruitment of additional I.T staff No. of administrative I.T Staff 13 18 18 18 19 100% Achieved

Human Resource

Standardization of procedures Number of faculty / staff who will benefit from Employees handbook

PhD: 27

Faculty PhD: 30

Faculty PhD: 40

Negligible

Non PhD:84

Non PhD:92

Non PhD:109

Negligible

Staff 118 Staff 122 Staff 130 Negligible

Number faculty / staff who will benefit from development of Policies/SOP’s

PhD: 27 PhD: 30 PhD: 40 25 29 Progress steady but slow

Non PhD:84

Non PhD:92

Non PhD:109

62 61 Progress steady but slow

Staff 118 Staff 122 Staff 130 123 135 100% Achieved

Recruitment & Retention of employees Number of Jobs redesigned 54 5 0 2 0 Progress steady but slow

Number of selection tools/techniques revised





January 28, 2015 | 8 |




2012-13 2013-14 2012-13 2013-14

Performance improvement through training & development

Number of workshops/seminars/conference conducted


Number of trainings arranged for skills development

25 (on job)

15 (off job)

55 55 60 50 Progress steady but slow

Improve effectiveness of performance Number of faculty/staff facilitated through revision of performance appraisal tools


Number of feedback/ exit interviews conducted


Competitive reward No. of pay components revised (basic pay, conveyance, medical and house rent allowance)


No of surveys conducted for job equity 0 1 0 0 1 100% Achieved

Introduction of new components in pay (Adhoc Relief Allowance)

1 1 1 1 1 100% Achieved

Pay revised for number of jobs 229 244 279 210 215 Progress steady but slow

Matching of demand with supply of HR Number of HR audits conducted 0 1 1 0 0 Negligible

Skill and Management Inventories developed


Finance

Automation of Accounting System Spending on development of ERP modules

3.3 M 3.8 M 4.4 M 2.32 M 2.04 M Progress steady but slow

New financial and accounting policies Number of new policies developed 0 3 3 0 0 Negligible

Number of periodic reports issued. 4 2 2 0 1 Progress steady but slow




January 28, 2015 | 9 |




2012-13 2013-14 2012-13 2013-14

Reducing the budgetary deficit Amount by which deficit curtailed 1.5 M 1.5 M 20.91 M 05.74 M Progress Exceeded

Increase in return on investments 5M 5M 5M 1.44 M 4.99 M Progress steady but slow

Increase in Cash inflows/(Decrease in Cash outflow)

5M 7.5M 10M 98 M (18.85 M) Progress Exceeded

Rationalization of Operational Expenses Amount by which expenditure curtailed 0.5M 1M 1.5M (33 M) (5 M) Progress Exceeded

Strong Internal Control System Number of Internal Audit Reports submitted


Efficiency of Accounting System Amount of time reduced in Payment Process.

1 Day 2 Day --- --- Negligible

Professional Development of staff Number of workshops and training courses arranged.

2 2 3 2 6 100% Achieved

Networking

Engaging network partners to align their resources with IMSciences

No. of FGDs/Seminars with network partners

0 2 2 Negligible

No. of internships / jobs / on-job trainings


No. of meetings for periodic input from network partners on curriculum

0 1 1 Negligible

No. of faculty projects funded by network partners


Linkages with National and International Donors

Arranging IMSciences Alumni Reunion Number of Reunion Arranged 5 10 15 0 0 Negligible

Development of Online Donation System Funds raised through online donation system


Developing database of Corporations, Foundations and Individuals

Number of corporations, foundations and individuals data in place





January 28, 2015 | 10 |




2012-13 2013-14 2012-13 2013-14

Identifying mutual interests, priority areas and agendas for discussions followed by proposal for future collaboration

Number of proposals, developed and followed by MoUs


Individual Meetings in IMSciences or at Donor's Place

Number of donor meetings held 25 50 75 42 61 Progress steady but slow

Arranging Fund Raising Dinners Number of fundraising dinners held 0 2 4 0 0 Negligible

Initiating financial aid outreach and communication campaign

Number of applications submitted and evaluated


Disseminating information with Govt Offices and Institutes

Number of letters sent to Govt Offices and Institutes


Arranging ISAC committee meetings for selection of most deserving candidates

Number of meetings held 3 3 4 3 3 Progress steady but slow

Attending NSMC committee meetings for approval of selected candidates

Number of meeting attended 3 3 3 3 3 100% Achieved

To acquire membership for IMSciences in Financial Aid / Grants Management and Institutional Advancement internationally high rated professional associations.

Number of memberships approved 0 2 4 0 0 Negligible

Arranging awards distribution ceremonies, to recognize the donors of the financial aid programmes

Number of ceremonies held 3 6 9 5 7 Progress steady but slow

Marketing & Promotion (Branding) Academic Excellence

To promote the Institute and its programs in the national press

Number of times IMSciences profile projected in press


To send the Institute’s profile highlighting its achievements to the top management of selected corporate and public sector organizations, donors, and other relevant bodies.

Number of letters sent to highlight the Institute’s profile and achievements





January 28, 2015 | 11 |




2012-13 2013-14 2012-13 2013-14

Arranging job fairs Number of job fairs arranged 1 2 2 2 0 Progress steady but slow

Inviting executives from reputed firms as guest speakers

Number of guest speakers invited 5 10 20 5 0 Negligible

Participating in educational expos all over Pakistan

Number of expos to be attended by faculty and students


Visits to all colleges and Conducting orientations for the students and faculty in the prospective institutes

Number of visits to educational nurseries


Arranging co-curricular and extra-curricular activities such debates, cultural dramas, mock sessions, exhibitions, sports, etc.

Number of co-curricular and extra-curricular activities arranged


Develop a corporate social responsibility (CSR) policy that focuses on internal stakeholders, the community, the market place, and the natural environment.

Preparation of policy document 0 1 1 0 0 Negligible

Respond systematically to major natural catastrophes such as earthquakes and floods in the form of physical and financial support

Number of catastrophic events responded to


Enhance awareness about cleanliness and community services among students of the Institute

Number of seminars/lectures conducted for awareness


Train program teams, for each program, in the self assessment process through workshops.

Arrange workshops for the training of program teams (PTs).

2 4 4 4 4 100% Achieved

Complete the assessment process in all programs.

Prepare Self Assessment Reports (SARs) for programs.





January 28, 2015 | 12 |




2012-13 2013-14 2012-13 2013-14

Implement recommended measures against the weaknesses identified in the assessment process.


Membership of international QA bodies. No. of memberships acquired. 2 1 1 2 2 Progress Exceeded

Staff training in QA processes. No. of workshops/certification programs attended.


Devise and implement standard policy for planning and establishing new academic programs.

No. of new programs which were established following standard policy.


Devise and implement cost benefit analysis system for academic programs.

No. of programs where cost benefit analysis is completed.


Courses evaluation No. of programs where course evaluations are completed.


Program curriculum No. of programs where the curriculum audit is completed.


Accreditation from NBEAC No. of programs accredited from NBEAC


Accreditation from NCEAC No. of programs accredited from NCEAC


Introduction:

This Institute is much smaller in enrollment and physical infrastructure as compared to other three universities visited by the

consultant. But the Institute provided comprehensive information for the progress report and generates more than 70% financial

resources.




January 28, 2015 | 13 |

Methodology:

The method of analysis adopted is uniform for all the universities visited for this validation exercise. The progress has been

measured against four indicators. First, Progress has exceeded the targets, Second, Progress achieved 100% percent, Third,

Progress is steady but slow and Fourth, Progress is negligible. Each column of the progress report has been measured against

these four criterions. One category of responses were added and divided with total number of KPIs to calculate the percentage. If

the cumulative percentage of the first three responses was 70% or more than the work plan has been rated as doable. The higher

the percentage chances of success would be more.

Findings:

As an outcome of this formula the result of analysis is as follows:

Progress Exceeded 20%

100% target achieved 20%

Progress steady but slow 33%

Negligible 27%

If we add the percentage of first three indicators the total would be 73% which demonstrates that the plan is doable.

The key areas of strengthen of the institute include Increased Enrollment, Curriculum Revision, Resource Generation, Financial

Sustainability and Teaching Methods. The weak areas are Research Publications, consultancies, international networking, and

number of Ph.d. faculty.

Recommendation: Business plan is doable.




January 28, 2015 | 14 |

KOHAT UNIVERSITY OF SCIENCE AND TECHNOLOGY

Progress against Business plan as of January, 2015 is presented in the table given below:




2012-13 2013-14 2012-13 2013-14

Students

Program based students 3023 3873 4733 3642 2818 Progress steady but slow

Post Graduate students 329 329 389 304 435 Progress Exceeded

International students 310 0 0 Negligible

Total 3946 3252 Progress steady but slow

Academic Programs

Expanding existing Undergraduate programs 2777 students enrolled 3023 3873 4733 3642 2818 Progress steady but slow

Launching new Undergraduate programs 08 programs launched 2 0 0 Negligible

Expanding existing Graduate programs 186 students enrolled 329 329 389 304 435 Progress Exceeded

Launching new Graduate programs 08 programs launched 2 0 0 Negligible


Inculcating the research and consultancy culture

440 Research publication 300 360 440 475 723 Progress Exceeded

15 training courses organized 0 3 3 34 15 Progress Exceeded

Revenue generation from Research and consultancy

15 Market oriented research culture trainings imparted



Strategic linkage with DAIs of International repute

22 MoUs signed with international 4 4 3 6 6 Progress Exceeded

Academic programs 22 Curricula reviewed 0 4 3 3 3 100% Achieved




January 28, 2015 | 15 |




2012-13 2013-14 2012-13 2013-14

Student exchange program 75 Identification and selection of discipline



Planning for infrastructure and allied facilities 01 Review of existing facilities 1 1 0 1 100% Achieved

01 Project formulation 1 0 1 100% Achieved

04Implementation of approved projects 1 1 1 100% Achieved

Information and communication technology (ICT)

01 Review of existing facilities 1 1 0 0 Negligible

01 Project formulation 1 0 0 Negligible

04Implementation of approved projects 1 0 0 Negligible

Human Resource

General HR policies 01 Development of policies 1 1 1 1 1 100% Achieved

01 Implementation of policies 1 1 1 1 1 100% Achieved

Recruitment and retention policies Development of policies for recruitment of 1113 staff

500 Nos 701 902 531 560 Progress steady but slow

Implementation of policies for recruitment of 1113 staff


Growth and development Development of policies for 180 HRDs 80 100 120 83 85 Progress steady but slow

Implementation of policies for 180 HRDs


Performance management Development of policies for 1113 staff members


Implementation of policies for 1113 staff members





January 28, 2015 | 16 |




2012-13 2013-14 2012-13 2013-14

Remuneration and benefits Development of policies for 1113 staff members


Implementation of policies for 1113 staff members


Finance

Income Student fee of Rs. 1020.94 121.99 152.58 185.95 84.22 85.059 Progress steady but slow

Investment of Rs. 87.5 15 16.5 17 23 23.05 Progress steady but slow

Consultancies of Rs. 6.7 0 0 0 0 0 N.A

Research (Grants) of Rs. 29 4.36 4.5 5 5.344 1.487 Negligible

Conduct of Exams of Rs. 119.5 15.2 17.5 20.5 40.5 39.335 Progress Exceeded

Misc. income Rs. 8.4 1 1.2 1.4 44.238 32.905 Progress Exceeded

Government grant of Rs. 5370.50

Recurring Grant of Rs.3370.50 358.45 482.32 607.91 228.365 284.964 N.A

Development Grant of Rs. 2000 159.42 400 400 113.42 50 Negligible

Total 675.42 1074.6 1237.76 539.087 516.8

Expenditure Establishment charges of Rs. 3596.00 360 505 649 338.792 327.175 Progress steady but slow

Recurring operational expenses of Rs. 1046.54

156 169.6 188.76 101.875 139.625 Progress steady but slow

Capital expenditure (Developmental) of Rs. 2000

159.42 400 400 98.42 50 Negligible

Total 675.42 1074.6 1237.76 539.087 516.8

Networking

Coordination with government bodies Coordination with 05 Government agencies strengthened

5 5 5 5 5 100% Achieved




January 28, 2015 | 17 |




2012-13 2013-14 2012-13 2013-14

Linkage with industry 15 Awareness campaigns launched through ORIC


24 Curricula reviewed once a year 16 18 20 18 20 100% Achieved

Funds received of Rs. 4.72 million by 2017

0 0 N.A

Alumni 01 Development of database 1 1 1 1 100% Achieved

Contribution from alumni (PKRs 01 million)

0 0 N.A

Community 15 Awareness campaigns launched through ORIC

3 3 0 0 Negligible

Participation of community leaders in major 10 events

2 2 2 2 100% Achieved


Revenue generation and student support Revenue generation (collaborative research)ofRs. 22.5 millions

4.36 4 3.5 12.348 1.487 Progress Exceeded

Foreign capital assistance of Rs. 4 million

1 0 0 Negligible

Scholarships of Rs. 2.5 million 0.5 0.5 4.197 2.254 Progress Exceeded


Branding of academic excellence 01 Establishment of ORIC 1 1 1 100% Achieved

15 Marketing campaign for intake 3 3 3 3 100% Achieved

15 Motivation for research and consultancy

3 3 3 3 100% Achieved

Entrepreneurial thrive Implementation of business plan 1 1 1 100% Achieved

100% Outcome of Research products 25% in process in process Progress steady but slow

04 Public-private partnership agreement 1 20 0 Progress Exceeded




January 28, 2015 | 18 |




2012-13 2013-14 2012-13 2013-14

Program self assessment report 10 Self assessment report of programs/departments


Teacher evaluation 100% Teaching evaluation 100 100 100 100 100 100% Achieved

Introduction:

The university is located in one of the most volatile region and is relatively young in years. It also provided useful information

against the targets.

Methodology:







Findings:




Negligible 26%




January 28, 2015 | 19 |

If we add the percentage of first three indicators the total would be 74% which qualifies the Business Plan as doable.

The key areas of strength are Marketing & Promotion of Academic Excellence despite precarious security situation, Financial

support to students, enrollment at post graduate level, Research Publication but weak areas include Student Exchange Program,

ICT, Faculty development, Community activities, Linkages with industry (networking) etc.

Recommendation:

Business plan is doable.




January 28, 2015 | 20 |

QAUID-I-AZAM UNIVERSITY, ISLAMABAD

Progress against the Business Plan as of January, 2015 is indicated in the table given below:




2012-13 2013-14 2012-13 2013-14

Students

Undergraduate 779 1558 1715 1084 1595 Progress steady but slow

Postgraduate

M.Sc. 3807 4188 4607 3932 3766 Progress steady but slow

M. Phil. 1541 1695 1865 1669 1946 Progress Exceeded

Ph.D. 727 800 880 783 948 Progress steady but slow

Post graduate Diploma 29 31 34 0 0 Negligible

Provide excellent student services 15% Enhancement in budget for repair and maintenance @ 3% per year

0 3% 3% 0 0 Negligible

10 food courts 28 2 2 3 2 100% Achieved

Sports complex 0 0 1 0 0 ~ Negligible

02 Health Center 1 0 1 0 0 ^ Negligible

06 Student Hostels 9 1 1 1 1 100% Achieved

17 Sports events 12 6 2 4 2 100% Achieved

Establishment of career counseling office





January 28, 2015 | 21 |




2012-13 2013-14 2012-13 2013-14

Academic Programs

Further enhance the Quality of education and service

Affiliation of 100 Federal Colleges 30 20 20 0 @ 0 Negligible

Construction of secrecy branch and examination halls

0 1 1 1 0 # Negligible

18 Workshops for teachers and administrative staff

1 2 4 4 4 100% Achieved

Expanding existing programs Enrollment of 476new students 779 78 86 305 511 Progress Exceeded

Expanding new programs in Social, Biological & Natural Sciences

10 new programs 3 2 2 6 2 Progress Exceeded

Attracting quality students to join QAU 3724 students 6104 610 671 1364 787 Progress Exceeded

Expanding postgraduate programs 11 new programs 27 3 2 1* 3 Progress steady but slow

Infrastructure for learning/supervision/student’s welfare

145 (Symposia Workshops/ Seminars ) 24 29 29 Negligible

Facilitating Research-intensive postgraduate program

16 ( products of industrial linkages ) 12 2 2 3 1 100% Achieved


Promoting research and consultancy culture 51 (Research Projects) 37 7 8 83 68 Progress Exceeded

Revenue generation from research and consultation

16 ( products of industrial linkages ) 12 2 2 2 1 Progress steady but slow


Establishing strategic linkages of repute around the globe

25 MOUs 25 5 5 10 10 Progress Exceeded

Establishing Student exchange program 25 Students Nil 5 5 0 0 Negligible




January 28, 2015 | 22 |




2012-13 2013-14 2012-13 2013-14


Improvement of IT facilities 10 IT Labs 21 2 2 2 2 100% Achieved

Strengthening of Research Labs 06 Research Labs 51 1 1 1 1 100% Achieved

Strengthening of ICT Infrastructure 100% 50% 75% 100% 100% 0 Negligible

Human Resource

Academic Staff 399 438 481 470 481 Progress Exceeded

Ph.D. Holders 299 338 381 353 363 Progress Exceeded

Strengthening to the Administrative Staff 844 1392 1530 1682 1601 1604 100% Achieved

Improvement of Quality Enhancement Cell 08 QEC Staff 1 4 6 2 0 Progress steady but slow

Hiring merit based personals. 1084 1791 1968 2163 2071 2085 100% Achieved

Striving for 100 percent Ph.D. Faculty 100% 299 338 381 353 363 100% Achieved

Finance

Encouraging Faculty and Students for entrepreneurship thrive

15 R&D Projects 10 5 3 5 1 Progress steady but slow

Enhancing internal resources of Income 4200 students 6883 688 757 1364 787 Progress Exceeded

Through ORIC 10 ( products for industrial linkages ) 8 2 2 2 1 Progress steady but slow

Networking

Improvement of industry relationship through ORIC

10 products 8 2 2 3 1 100% Achieved

Build long-term and sustainable partnerships with Govt. Agencies, Industry, Alumni and Community.

15 industries/agencies 5 5 2 5 2 100% Achieved




January 28, 2015 | 23 |




2012-13 2013-14 2012-13 2013-14


Improving National donor-recipient relations 2376 scholarships 3898 389 428 601 569 Progress Exceeded

Increase liaison with more international donors

20 scholarships 38 3 4 45 67 Progress Exceeded


Investing to market and promote academic excellence

23 programs 29 6 5 Negligible

Introduction:

Qauid-i-Azam University is one of the prestigious Federal universities located in Islamabad. It has built its reputation on the basis of

research and training at M.Phil and Ph.d levels.

Methodology:










January 28, 2015 | 24 |

Findings:




Negligible 29%

If we add the percentage of first three indicators the total is 71% which demonstrates that Business Plan as doable.

The key areas of strength of the university include Expansion of Student Program of studies, Research publications, Linkages with

national/international donors and ICT. The weak areas include Marketing & Promotion of Commercialization, provision of student

services, Student exchange program and Curriculum revision.

Recommendation:





January 28, 2015 | 25 |

ISLAMIA UNIVERSITY BAHAWALPUR

The consultant visited Islamia University Bahawalpur on January 26, 2015 as coordinated by HEC. I had the opportunity to hold

meetings with following Academic and management staff:

Sr. # Name of Participants Designation Contact # E-mail ID

1 Prof. Dr. M. Asghar Hashmi Dean, Faculty of Science/Acting Vice-Chancellor 0345- 9440588 [email protected]

2 Prof. Dr. Mahmood Ahmed Dean, Faculty of Pharmacy 0345-9440582 [email protected]

3 Prof. Dr. Mamoona Ghani Dean, Faculty of Arts/Chairman Deptt. of English 0345-9440683 [email protected]

4 Prof. Dr. Jan Muhammad Keerio Principal, Engineering College/Principal Officer

(Works)

0345-9440584 [email protected]

5 Muhammad Ali Wallana Director (P&D) 0345- 9440595 [email protected]

6 Dr. Saeed Ahmed Buzdar Director (QEC) 0345- 9440663 [email protected]

7 Muhammad Asim Khan Treasurer 0345- 9440602 [email protected]

8 Ashraf Javed Rana Director (IT) 0345-9440668 [email protected]

9 Imtiaz Ali Sukhera Controller of Examination 0345-9440598 [email protected]

10 Dr. M. Usman Cheema Senior Medical Officer 0345-9440603 [email protected]

11 Farkhanda Tahseen Deputy Director (P&D) 0332 6946345 [email protected]

12 Tahira Akhtar Deputy Registrar (Alumni & Career Development) 0345-9440634 [email protected]

13 M. Shaji-ur-Rehman Assistant Director (P&D) 0300- 6801805 [email protected]

14 Rao Mazhar Hussain Assistant Director (QEC) 0300-6800314 [email protected]

15 Irfan Hidayat Assistant Registrar 0333-4734490 [email protected]

mailto:[email protected]




January 28, 2015 | 26 |

A comprehensive visit to the New Campus was also made by the consultant. Progress against the Business Plan as of January,

2015 is measured in the table given below:




2012-13 2013-14 2012-13 2013-14

Students

Career Development Services & Sports Resume writing & interview trainings/orientation delivered to 6000 students per annum


20 Inter-varsity debate competitions and major social events conducted per annum


02 Job fairs conducted per annum 1 1 2 3 2 Progress Exceeded

Academic Programs

Bachelor Programmes (3894) Students Enrolled 8106 9000 9700 8898 9473 Progress steady but slow

Master Programme (2642) Students Enrolled 7358 7800 8400 6951 7450 Progress steady but slow

M.Phil Program (1000) Students Enrolled 1000 1250 1300 1139 1411 Progress steady but slow

PhD Programmes (200) PhD Scholars Enrolled 300 320 370 306 267 Progress steady but slow

Industrial / organizational / institutional Trainings

Industrial/ institutional Tours by students


Internships availed 500 550 600 1764 1919 Progress Exceeded


Research 179 Publications Published 171 200 240 480 470 Progress Exceeded


Academic Linkages 10 MoUs & agreement signed 5 7 9 9 15 Progress Exceeded




January 28, 2015 | 27 |




2012-13 2013-14 2012-13 2013-14


Buildings 4 new Academic Blocks constructed 6 7 8 7 8 100% Achieved

3 Auditoriums constructed 7 9 9 7 8 100% Achieved

Allied facilities 4 Hostels constructed for students 9 9 10 9 11 100% Achieved

10 new Buses procured 35 37 39 35 35 Progress steady but slow

2 new Medical Centers created 2 2 3 2 3 100% Achieved

Automation and Networking Infrastructure 200 Mbps Bandwidth increased/enhanced

100 Mbps 120 170 120 140 Progress steady but slow

900 Nodes increased/enhanced 1100 1300 1500 2000 3500 Progress Exceeded

12 Servers installed 0 4 6 4 6 100% Achieved

235 Wi-fi Access Points created 65 130 180 65 75 Progress steady but slow

Human Resource

Manpower 390 Faculty recruited 510 610 660 548 567 Progress steady but slow

67 Administrative Staff recruited 1933 1933 1940 2183 2247 Progress Exceeded

Efficient & Effective Management System 6 Trainings conducted 0 2 3 2 3 100% Achieved

Finance

Income Income 1544.473 1942.24 2153.658 1662.430 2067.320 Progress steady but slow

Expenditure Recurring 1486.555 2220.29 2664.348 1611.700 1998.040 Progress steady but slow

Capital 509.66 770 800 264.190 304.634 Progress steady but slow

Networking

Industry Linkages 1500 Internships created for students 1500 1800 2100 1770 2016 100% Achieved

50 Scholarships awarded 0 5 15 0 9 Negligible




January 28, 2015 | 28 |




2012-13 2013-14 2012-13 2013-14


Creation of Entrepreneurial Mindset 4 Joint-Ventures initiated 1 2 3 0 0 Negligible

Liaison and Linkages 10 MoUs & agreements signed 0 2 4 0 2 Negligible


Academic Excellence Research Ranking 13 13 12 12 8 Progress steady but slow

Recognitions 15 Accreditations achieved 7 10 13 12 13 100% Achieved

Introduction:

Cultural heritage is one of the richest attributes of this university. It was raised from a smaller teaching entity of Islamic education to

a full-fledged multi-disciplinary university. Its new campus is sprawling with new degree programs and infrastructure. It would

emerge as one of the leading Institutions of Higher Education in Pakistan.

Methodology:



Progress is steady but slow and Fourth, Progress is negligible. ach column of the progress report has been measured against







January 28, 2015 | 29 |

Findings:




Negligible 24%

If we add the percentage of first three indicators the total would be 76% which demonstrates the doability strength.

The key areas of strength career development services and sports, Research, Academic Linkages, Infrastructure facility (especially

New Campus) and its weak areas are Resources Generation, Creation of Entrepreneurial opportunities, Faculty development,

community activities, student enrollment etc.

Recommendation:


IMPROVED STRATEGIC MANAGEMENT PLANNING AND ACCOUNTABILITY...

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