STRATEGIC PLAN 2016 - 2020 Faculty of Medicine, University ... · classroom and in the clinical...

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STRATEGIC PLAN

2016 - 2020

Faculty of Medicine, University of Colombo

Table of Contents

VISION OF THE FACULTY .................................................................................................................................... 2

MISSION OF THE FACULTY ................................................................................................................................. 2

OUR VALUES ....................................................................................................................................................... 3

OUR GOALS ........................................................................................................................................................ 4

OBJECTIVES STRATEGIES AND ACTIVITIES ......................................................................................................... 5

ABBREVIATIONS ............................................................................................................................................... 22

2

VISION OF THE FACULTY The Faculty of Medicine, University of Colombo aspires to be a global and regional centre of excellence for

education of healthcare professionals, building synergies between education, research, and clinical care in

partnership with stakeholders.

MISSION OF THE FACULTY The Faculty of Medicine, University of Colombo contributes to improvement of the health of individuals

and communities and the development of medical and health sciences by producing professionals who are

competent, compassionate and caring through excellence in undergraduate and postgraduate education,

research and clinical care.

3

OUR VALUES

Lifelong learning and critical thinking– The Faculty inculcates lifelong learning and critical thinking

among students and staff.

Academic freedom – The Faculty provides freedom to teach, conduct research, speak and publish

without penalization wherever the search for truth and understanding may lead.

Innovativeness and creativity – Faculty continues to explore and conduct research in search of

new knowledge and promote new ventures for human and social upliftment.

Integrity - Achievements of the Faculty are based on the transparency of its actions and the

integrity of its performance.

Professionalism – The Faculty expects all students and staff to perform their duties and obligations

with utmost care, honesty, integrity, attention-to-detail and fineness.

Responsibility and accountability – The Faculty operates with a sense of responsibility and

accountability.

Diversity, inclusiveness and equal opportunity – The Faculty recognizes that its strength and unity

comes from by being inclusive and providing equal opportunities to the diverse group of staff and

students.

Teamwork, leadership, efficiency and commitment – The Faculty encourages teamwork and

leadership among all its employees to achieve goals with highest level of enthusiasm and

commitment

Positive environment – The Faculty promotes an environment that leads to contentment at work,

happiness in life and social inclusiveness

Social consciousness – The faculty is sensitive to the needs of the wider society

4

OUR GOALS

GOAL 1: Achieve standards of excellence in teaching and learning, to produce competent, skilled, ethical

and caring graduates and postgraduates.

GOAL 2: Achieve standards of excellence in pure and applied research leading to innovation, high quality

human resource and product development

GOAL 3: Provide high quality health care and related services with commitment to ensure high

productivity and patient satisfaction

GOAL 4: Create a team spirit and a sense of institutional belonging by promoting inter-staff, staff-student

interaction and community engagement to ensure long term commitment

GOAL 5: Create a community committed to independent thinking who are conscious of social

responsibility and contribute to public policy formulation and national development

GOAL 6: Enhance and optimize financial and human resources, develop infrastructure, optimise

administration and financial management to achieve the goals

5

OBJECTIVES STRATEGIES AND ACTIVITIES

GOAL 1: Achieve standards of excellence in teaching and learning, to produce competent, skilled, ethical

and caring graduates and postgraduates.

Objectives:

1.1. Objective 1

Curriculum goals - Promote curricula which aim to develop attributes that prepare graduates/

postgraduates who fulfill the needs of the country/community/individual with competence, compassion

and care.

1.1.1. Strategy: Review and change curricula and design and conduct new courses to meet the market

demand

ACTIVITY RESPONSIBILITY FUNDING TIME KPI

1.1.1.1. Structure the curricula

of all degree programmes with

emphasis on student exit

learning outcomes

CD & EC/ CIU/

DME

Faculty/UGC/

University/

2016

onwards

Percentage/

components of

the curriculum

structured

based on the

principles of

outcome-based

education and

student-centred

learning

1.1.1.2. Conduct annual

workshops to review and revise

degree programmes

CD & EC/ CIU/

DME Dean

Faculty/UGC/

University/

Generated

funds

2016

onwards

No. of

workshops

held/year

Completion of

tasks/ activities

planned on

schedule

1.1.1.3. Develop extension

courses for early and mid-

career level health and related

professionals

ECC/Heads/cour

se coordinators

Faculty/UGC/

University/

Generated

funds

2016

onwards

No. of new

courses

developed.

6

1.2. Objective 2

Graduate attributes - Encourage competent, self-directed, collaborative and lifelong learners who have

critical and creative thinking ability and express humane qualities, as stated in the graduate profile of the

Faculty

1.2.1. Strategy: Facilitate the use of student-centered teaching and learning methods towards

envisaged curriculum goals and graduate attributes


1.2.1.1. Provide students with

opportunity, guidance and

practice in student-centred

learning e.g. writing

assignments, participating in

small group learning

Stream /module

committees

DME/CD & EC

UGC/Treasury/

Faculty

funds/sponsor

s

continuous No. of sessions/

year

No. of students

attended /

student

feedback

1.2.1.2. Develop learning

activities that incorporate soft

skills into the curriculum, based

on the principles of outcome-

based education and student-

centred learning

ITC/CD & EC/

CIU/ BSS

Faculty/UGC/

University/Ge

nerated funds

2016

onwards

No. of learning

activities where

soft skills

development is

incorporated

1.2.2. Strategy: Facilitate the use of modern educational technology


1.2.2.1. Provide infrastructure,

software, equipment and

facilities to enhance ICT/web

based/ mobile-device based

teaching and learning

Dean/Heads/Ac

ademics/ITC/VL

C/

Faculty/UGC/

University/Ge

nerated funds

2016

onwards

No. of students

using ICT-based

learning centre

1.2.2.2. Promote the students

to use IT and online facilities in

their learning activities in the

classroom and in the clinical

setting and in assignments

ITC/VLC/LC/

DME

Faculty/UGC/

University/Ge

nerated funds

Continuous No: of modules/

programmes

using ICT/year

Usage of ICT in

clinical setting

1.2.2.3. Promote access to

scholarly information by

subscribing to online databases,

E-Books and educational apps

in medicine and health sciences

Dean/LC /

Faculty Librarian

UGC /

Treasury

continuous Subscriptions/

year

Usage/year

1.3. Objective 3

Staff development - Strengthen competencies of the academic and support staff to practice global

professional standards in teaching and learning and address local and global challenges

7

1.3.1. Strategy: Train staff in the use modern educational technology and student-centred learning


1.3.1.1. Training of academic

and nonacademic staff on the

use of new equipment and the

use of web based learning

Dean/Heads/

DME/ ITC

Faculty/UGC/

University/Ge

nerated funds

2016

onwards

No. trained/

year

1.3.1.2. Training of academic

and nonacademic staff on

student-centred learning and

outcome-based education

Dean/Heads/ITC

DME

Faculty/UGC/

University/Ge

nerated funds

continuous No. trained/

year

1.3.1.3. Identify indicators of

high quality learning and

reward teachers who facilitate

such learning

Dean/SAR/SAB/H

eads/DME/CD &

EC

UGC/Treasury

Faculty

funds/sponsor

s

2017

onwards

No. of teacher

excellence

rewards given

1.3.2. Strategy: Update academic staff on new advances and professional standards of their disciplines

and in higher education


1.3.2.1. Provide funding and

other support to attend local

and foreign discipline based

higher education workshops/

training sessions, particularly in

areas which require local

expertise development

Dean/SAR/SAB

Heads

Generated

funds/

Treasury funds

2017

onwards

No. of

workshops/

conferences

attended with

funding

No. of best

practices

implemented

1.3.2.2. Encourage staff to

engage in academic and

professional bodies

Dean/Heads/

academics

University

Generated

funds

2017

onwards

No. of

memberships

obtained

8

1.4. Objective 4

Quality assurance - Periodically review the curriculum and course units and implement curriculum changes

to ensure quality and meet future trends and challenges

1.4.1. Strategy: Implement internal and external quality assurance reviews to achieve international

standards and accreditation

1.4.1.1. Develop a database to

support efforts in programme

QA/ accreditation e.g. data on

module and peer evaluations

ITC/QAC/LC/ DME Faculty/UGC

/ University/

Generated

funds

2017

onwards

Developing the

data base

1.4.1.2. QA and academic

standards committees to

evaluate undergraduate and

postgraduate programs

QAC/CD &

EC/ASC/CIU

Faculty/UGC/

University/

Generated

funds

continuous Evaluating

programs

1.4.1.3. Encourage student and

peer evaluation and monitoring

of teaching

Dean/CD & EC/

Heads/Modules

/Streams/ DME

Faculty funds 2016

onwards

No. of

evaluations

done

1.4.1.4. Review extension

courses curricula periodically to

maintain standards and comply

with SLQF outcomes

ECC/CIU/ CD &

EC/

Faculty/UGC

/University/

Generated

funds

2016

onwards

No. of reviews

done

1.5. Objective 5

Equity – Facilitate equitable learning opportunities and address disparities due to gender, socio-economic

status and physical/ psychological challenges

1.5.1. Strategy: Provide physical facilities and educational opportunities for differently-abled and

physically challenged staff and students


1.5.1.1. Improve access in the

physical environment of the

university to students and staff

who are physically challenged

Dean/Heads/BC Faculty/UGC

/University/

Generated

funds

2016

onwards

No/ quality of

improvements

made

1.5.2. Strategy: Promote approaches for gender equity among the student community


1.5.2.1. Promote equal or

appropriate gender

representation in student

bodies/ committees

Dean/Heads/acad

emics

Faculty/UGC

/University/

Generated

funds

2016

onwards

No of student

bodies with

gender balance

GOAL 2: Achieve standards of excellence in pure and applied research leading to innovation, high

quality human resource and product development

9

2.1. Objective 1

Standards of research - Promote high quality, ethically sound, collaborative, socially responsible research

and translate research into practice

2.1.1. Strategy: Encourage opportunities and support funding and facilities for high quality research


2.1.1.1. Prepare a

comprehensive integrated

research plan for 2016-2020

Dean/SAR/SAB

/Heads/academics

/RPFC/ERC

University/Fac

ulty

2016

onwards

Preparing the

plan

2.1.1.2. Establish inter

disciplinary research within and

between academic

Departments

RPFC/Dean

Heads/

academics

None 2016

onwards

No. of group

research/year

2.1.1.3. Encourage

collaborative research with

other Faculties/ Universities

and other local and

international research

institutions

Dean/ Heads/

academics/ RPFC

University/

Faculty/

sponsors

continuing No. of collaborative projects and research outputs/ year

2.1.1.4. Identify sources of

funding, and streamline the

process of obtaining funding for

research

Dean/SAR/SAB/He

ads/academics/

RPFC/ERC/CD &

EC

Faculty 2016

onwards

No. identified.

No. of funds

obtained.

2.1.2. Strategy: Promote mechanisms for ethical and socially responsible research and getting

research into practice


2.1.2.1. Promote facilitation of

research activities to meet

national development needs

Dean/SAR/SAB/

Heads/RHDC/

CD & EC

UGC/Treasury

Faculty funds/

sponsors

2016

onwards

No. of research

activities

aligned with

national

development

needs

2.1.2.2. Develop and improve

ethical and professional

standards for researchers

ERC/RHDC Faculty Continuous Standards/

codes of ethics/

guidelines

developed

2.1.2.3. Implement monitoring

and review processes for

research activities

ERC/RHDC/RPFC Faculty Continuous No. of reviews

2.1.2.4. Facilitate transfer of

knowledge and technology

Dean/SAR/SAB/He

ads/academics/

UGC/Treasury

Faculty funds/

Continuous No. of products/

guidelines/polic

y contributions

10

RHDC

2.1.2.5. Facilitate research

projects which result in product

development/commercializatio

n to address current needs

Dean/ Heads/

academics

UGC/

University/

NSF/ sponsors

2017

onwards

No. of products

commercialized

2.1.2.6. Transform current

animal house to a Center with

improved facilities for animal

models and alternatives

Dean/

appropriate

academics

UGC/

University/

NSF

2017

onwards

No. of training

courses and

projects

conducted,

facilities

acquired

2.2. Objective 2

Research capacity and culture - Develop a sustainable research culture and teams of academics and

students with commitment and capacity for excellence in research

2.2.1. Strategy: Establish sustainable avenues for initiating and developing the research capacity of

staff and students


2.2.1.1. Ensure that persons of

high caliber research capability

are recruited

Dean/SAR/SAB

/Heads

UGC/Treasury Continuous No. recruited/

year with an

acceptable no

of research

papers/

products

2.2.1.2. Provide funding for

young academics to engage in

research

Dean/SAR/SAB

/Heads

UGC/Treasury

Faculty funds/

sponsors

2016

onwards

Amount of

funds

disbursed/year

No of young

academics

initiating

projects

2.2.1.3. Provide opportunities

for continued training in

research methodology to all

academics

Dean/SAR/SAB/He

ads/RPFC/

RHDC/ERC/CD &

EC

UGC/Treasury/

Faculty funds/

sponsors

2016

onwards

No. of

opportunities

provided

2.2.1.4. Develop a centre for

postgraduate research student

support and research

promotion

Dean/SAR/SAB/RP

FC

Treasury

funds/

sponsors

2017

onwards

Physical space and facilities for RPFC/ student area No of Cadre recruited to RPFC

2.2.2. Strategy: Encourage systematic practices to promote a positive research culture in

undergraduate and postgraduate education as well as among staff members

11


2.2.2.1. Integrate research into

teaching and learning in

undergraduate programs and

postgraduate coursework

Dean/SAR/SAB

/Heads/DME/

RHDC/ERC/CD &

EC

UGC/Universit

y/

Faculty

2016

onwards

No. of credits

dedicated for

research

No. of learning

activities with a

research focus

2.2.2.2. Reward (further

research, career advancement

opportunities)

researchers who perform high

quality research

Dean/SAR/SAB

/Heads/ RPFC/

RHDC/CD & EC

UGC/Treasury

Faculty funds/

sponsors

2017

onwards

No. of rewards

given

2.2.2.3. Facilitate distinguished

scholars to work with the

Faculty

Dean/SAR/SAB

/Heads/Academic

s

RHDC/ CD & EC

UGC/Treasury

Faculty funds/

sponsors

Continuous No. of visiting

fellowships

awarded

2.2.2.4. Maintain promotion

and performance appraisal

procedures that support

research

Dean/ Head/DR

UGC/Universit

y/

Faculty

continuous Publication track record No of

promotions/yr No of appraisals

done/year

2.3. Objective 3

Research management - Ensure efficient and accountable research management

2.3.1. Strategy: Establish systematic practices and build capacity in research management


2.3.1.1. Develop infrastructure

and train administrators to

enable research activities

Dean/SAR/SAB

/Heads/Academic

s/RPFC

Faculty Continuous No. of training

provided and

Infrastructure

developments

2.3.1.2. Improve utilization of

funds for research through the

research management unit

Dean/SAR/SAB

/Heads/Academic

RPFC/RHDC 2017

onwards

Amount of

funds and %

utilized.

2.3.1.3. Develop Standard

Operating Procedures on

research management

Dean/SAR/SAB/He

ads/Academics/

RHDC/ RPFC

RPFC/RHDC 2016

onwards

No. of SOPs

established

2.4. Objective 4

Knowledge dissemination - Enhance dissemination of knowledge through effective strategies including

scholarly publications to international standards

12

2.4.1. Strategy: Foster approaches to encourage and promote outstanding research dissemination


2.4.1.1. Organize scholarly

research forums

Dean/ RHDC / UGC funds/

generated

funds

continuous No. of

conferences/year

No. of papers or abstracts

presented/year 2.4.1.2. Establish a high quality

faculty research journal

Dean/Heads/

RHDC/SAR/LC/ITC

/PC

UGC funds/

Treasury funds

/Generated

funds/

2016

onwards

No of issues

published/year Obtain Index status within 5 years

2.4.2. Strategy: Enhance supportive facilities for publishing research


2.4.2.1. Enhance access to high

impact journals

DEAN/ RHDC Treasury funds

/ generated

funds

continuous No. of journals subscribed

No. of journals accessed

2.4.2.2. Establish a faculty

publication committee and a

publications unit

Dean/Heads/RHD

C/SAR/LC/acade

mics

UGC

funds/Generat

ed funds

2016

onwards

No of

publications/year

2.4.2.3. Financially support

publications in high impact

journals

Dean/Heads/RHD

C/SAR/academics

UGC/

university

funds

continuous No. of grants for publication/ year

GOAL 3: Provide high quality health care and related services with commitment to ensure high

productivity and patient satisfaction

3.1. Objective 1

Social engagement - Strengthen and utilize the professional and academic knowledge of staff to provide

high productivity and high quality sustainable service that is of benefit to the community

3.1.1. Strategy: Foster approaches to encourage and promote high productivity and high quality

service provision


3.1.1.1. Formulate a Faculty

policy and a framework for

service provision and

Consultancy functions

Dean/SAR/SAB

/Heads/Academic

s

Faculty/UGC/U

niversity/Gene

rated funds

2017

onwards

No. of policies

formulated

3.1.1.2. Develop Standard Dean/SAR/SAB/He Faculty 2016 No. of SOPs

13

Operating Procedures on

service provision processes

ads/Academics onwards established

3.1.1.3. Obtain international

accreditation for these services

UGC/Treasury/

University/fac

ulty

2017

onwards

No. of

accreditations

obtained

3.1.1.4. Develop new clinical

care facilities and renovate

existing facilities of the

professorial clinical units and

other faculty units providing

clinical services

Dean/Heads UGC/Treasury/

University

2017

onwards

Number of units

renovated/deve

loped

3.2. Objective 2

Partnerships - Facilitate collaborations with public sector institutions, and public-private partnerships, to

enhance sustainability and provide quality health services with socio-economic inclusiveness

3.2.1. Strategy: Foster partnerships to encourage and promote income generating and socio-

economically equitable service provision


3.2.1.1. Establish new private-

public partnerships for

professional services

Dean/Heads UGC/Treasury/

University/fac

ulty

2017

onwards

No. of PPP

established

3.2.1.2. Collaborate service

delivery activities with local/

national health authorities

Dean/Heads/

Academics

Generated

funds/Universi

ty funds

continuous No. of

activities/year

GOAL 4: Create a team spirit and a sense of institutional belonging by promoting inter-staff, staff-

student, student- student interaction and community engagement to ensure long term commitment

4.1. Objective 1

Staff and student engagement – Ensure the inclusion of all categories of staff in teaching and learning

programmes, and encourage staff and student participation in extracurricular activities

4.1.1. Strategy: Develop educational programmes for student teaching learning activities in

collaboration with non academic staff and recognize their contribution


4.1.1.1. Include non academic

staff in stream/module/

department educational

committees

Stream/module &

Dept heads

NA 2016 No of

committees

with Non

academic staff

as a %

4.1.1.2. Formally appoint NAS

by providing letters of

appointments to the non

Dean/ Stream/

module & Dept

NA 2016 No of non

academic staff

members

14

academic staff members Heads receiving

appointment

letters

4.1.1.3. Include the names of

staff in student hand books/

module and stream books

Dean/ Stream/

module & Dept

Heads

NA 2016 No of hand

books that have

non academic

staff listed as

members

4.1.2. Strategy: Develop mechanisms to enhance participation of all categories of staff and students in

extra-curricular activities


4.1.2.1. Expand and enhance

sports and recreational facilities

in the faculty

Dean/ Heads UGC/Treasury

/University/fac

ulty

2017

onwards

No. facilities

established/yea

r

4.1.2.2. Organize annual faculty

sports, cultural and religious

events with at least 20% of

staff participation

Dean/ student

welfare society/

SAR/SAB

University/fac

ulty

continuous No. of

events/year

4.1.2.3. Continue with further

Improvements for student

common room facilities

Dean/ SAR / SAB UGC/Treasury

/University/fac

ulty

continuous No. of

improvements/

year

4.1.2.4. Continue with further Improvements for staff common room activities

Dean, SAR /SAB UGC/Treasury

/ University/

faculty

continuous No. of

improvements/

year

4.1.2.5. Improve common canteen and rest rooms and regularly maintain them

Dean/ SAR/SAB UGC/Treasury

/University/

faculty

continuous No.of

improvements/

year

4.1.2.6. Dissemination of achievements of staff and students through electronic media and faculty web site

Dean/ IT

committee/ SAR/

Heads

Faculty Continuous No. of new

sites/year

4.2. Objective 2

Student support - improve student support and guidance with active participation of staff and alumni

4.2.1. Strategy: Strengthen the student counseling and student grievance addressing systems


4.2.1.1. Increase the number of student counselors based on staff:student ratio

Dean/

academics

University/

Faculty

Continuous % increased

15

4.2.1.2. Provide training in counseling staff & personal tutors

Student

counselors

University/

Faculty

Continuous No. trained

/year

4.2.1.3. Establish peer student support committees

Dean/ Student

counselors

None Continuous No of peer

committees per

batch

4.2.1.4. Establish a mechanism for addressing student grievances

Dean/ student

counselors

None Continuous No of

grievances

addressed

4.2.1.5. Establish formal collaborations with alumni volunteers for student support systems and develop a database for such support

Dean, CoMSAA None Continuous No of alumni

volunteered

/appointed/year

No of alumni in

data base

4.2.2. Strategy: Strengthen existing personal tutor schemes by providing opportunities for

tutoring/mentoring


4.2.2.1. Ensure continuity of programs by which students are assigned to a faculty member

Dean, student

counselors

Faculty 2017

onwards

No. of programs

4.2.2.2. Ensure regular meetings between personal tutor and students

Dean/SAR/

student

counselors/CIU

Faculty Continuous No. of meetings

and dedicated

time slots in the

Timer table

4.2.2.3. Prepare e-mail and telephone directories for the faculty for easy communication

SAR/ITC Faculty Continuous Preparing the

registry

4.2.2.4. Send examination results to personal tutors electronically

Exam unit Faculty Continuous No of exam

results send to

personal

tutors/year

16

GOAL 5: Create a community committed to independent thinking who are conscious of social

responsibility and contribute to public policy formulation and national development

5.1. Objective 1

Community engagement - strengthen links with public departments, establishing private and public

partnerships and foster community engagement

5.1.1. Strategy: promote and establish social entrepreneurship and public-private partnerships


5.1.1.1. Enhance the status of

the faculty as an active partner

in advocacy and national policy

formulation

Dean/academics

/researchers

Grants/ Faculty Continuous No. of policies

contributed to

5.1.1.2. Promote pro-active

participation of the university

community in public policy

dialogues

Dean/academics

/Researchers

Faculty Continuous No. of activities

participated

5.1.1.3. Develop technical and

professional programs in

collaboration with public and

private sector institutions to

train personnel, enhance

capacity and provide services

Dean/academics UGC/Treasury

Faculty funds/

2017

onwards

No. of programs

5.1.1.4. Share expertise with

national, regional and

international development

agencies

Dean/academics

/researchers

UGC/Treasury

Faculty funds/

Continuous No. of contacts

5.1.1.5. Share and utilize the

academic knowledge and

experiences for the benefit of

community.

Dean/academics

/research staff

Faculty Continuous No. of events

5.1.1.6. Establish and maintain

networks and programs for

fulfilling community needs.

Dean/MFSU/Rel

igious &

Welfare

Societies

Faculty Continuous No’ of

community

projects

17

GOAL 6: Enhance and optimize financial and human resources, develop infrastructure, optimise

administration and financial management to achieve the goals

6.1. Objective 1

Financial management - improve and strengthen the existing financial management system

6.1.1. Strategy : Improve efficiency of fund utilization and strengthen procedures on financial

accountability


6.1.1.1. Prepare with justification departmental /stream annual estimates for resource requirements

Heads

UGC/Treasury

Faculty funds/

2017

onwards

amount of

resources

obtained

6.1.1.2. Prepare composite

faculty requirements on an

annual basis, taking into

account the research

productivity and output and

other performance of

departments

Dean / SAR

UGC/Treasury

Faculty funds/

2017

onwards

amount of

resources

obtained

6.1.2. Strategy: Develop and refine a financial management information system and provide user

training


6.1.2.1. Implement the Higher Education Management Information System (HEMIS)

SAR/Director

Exams/ IT

committee

UGC/Treasury

Faculty funds/

2017

onwards

Implementatio

n

6.1.2.2. Provide training for finance staff in management information systems

SAR/SAB/Dean

UGC/Treasury

Faculty funds/

2017

onwards

No. of training

opportunities

provided/ year

6.1.2.3. Provide training for academic staff in management of Finances

SAR/SAB/Dean

UGC/Treasury

Faculty funds

No. of training

opportunities

provided /

year

18

6.2. Objective 2

Income generation - enhance income generation for the University to ensure sustainability

6.2.1. Strategy: Provide professional and consultancy services on a fee levying basis


6.2.1.1. Establish new private-

public sector partnerships for professional services while enhancing current ones.

Faculty, Dean/

SAR/ SAB

UGC/Treasury

Faculty funds/

2017

onwards

Establishing ppp

6.2.1.2. Faculties to continue to provide consultancies to other universities and institutions

Faculty/ Dean

UGC/Treasury

Faculty funds/

2017

onwards

No. of

consultancies

provided

6.2.1.3. Developing high quality laboratory services available to the public while enhancing the ones currently provided.

Dean/ SAR/ SAB/

Heads/ LC

UGC/Treasury

Faculty funds/

2017

onwards

No. of services

established

6.2.1.4. Obtain international accreditation for these services

Dean/ QA unit

UGC/Treasury

Faculty funds/

2017

onwards

No. of Tests

services

accredited

6.2.2. Strategy : Develop distance education/ face to face/ blended courses on a fee levying basis

6.2.2.1. Faculty to commence fee levying online courses based on a needs assessment

ITC/ Dean/ Heads

CIU/CD & EC.

UGC/Treasury

Faculty funds/

2017

onwards

No. of courses

commenced

6.2.2.2. Faculties to develop course content modules which could be utilized by other higher education institutions nationally and internationally on a fee levying basis

Dean / Heads

/CD& EC

UGC/Treasury

Faculty funds/

2017

onwards

No. of modules

developed

6.2.3. Strategy : Undertake research and consultancies for industry and private sector institutions

6.2.3.1. Undertake research and development for private sector institutions on a fee levying basis

Dean/ Heads/

ERC/ RHDC

UGC/Treasury

Faculty funds/

2017

onwards

No. of projects

19

6.2.4. Strategy : Obtaining donations, sponsorships fro staff, students and faculty development

6.2.4.1. Involve alumni in obtaining funding for research, student and staff welfare

COMSAA/Dean Alumni/sponsor

s

2017

onwards

Amount of funds

obtained

6.3. Objective 3

Administrative staff development - Improve skills and efficiency in general administration

6.3.1. Strategy : Ensure recruitment of high quality administrative staff based on merit


6.3.1.1. Ensure competency in IT, Communication and English language skills and incorporate these in the selection criteria for administrative staff

ITC/ language

unit. SAR, Dean,

Heads/VC/UGC

UGC/Treasury

Faculty funds/

2017

onwards

No. selected

according to these

criteria

6.3.2. Strategy : Provide training to administrative staff through staff development centre


6.3.2.1. Conduct a needs assessment survey on the extent of training necessary for the managerial staff

SAR/ Dean/

Heads

UGC/Treasury

Faculty funds/

2017

onwards

No. of surveys

6.3.2.2. Facilitate opportunities for postgraduate studies for all staff on relevant job areas

Dean/ SAR UGC/Treasury

Faculty funds/

2017

onwards

No. of PG

opportunities

provided

6.4. Objective 4

Infrastructure development - Create adequate infrastructure facilities to enable achieving goals

6.4.1. Strategy: Establish new buildings and create extensions while maintaining existing buildings.


6.4.1.1. Develop a building master plan for the faculty

BC/ Dean/

Heads/ SAR

UGC/Treasury

Faculty funds/

Continuous Developing the

plan

6.4.1.2. Continue to implement

plans for establishment of new

buildings in faculty of Medicine

as per master plan

BC/ Dean/

University/VC

Heads /SAR

UGC/Treasury/F

aculty funds/

University

Continuous Implementing

according to the

plan

6.4.1.3. Continue to upgrade

maintenance unit through

trained staff

BC/Dean /

Heads/

SAR/University/

Engineer

UGC/Treasury

Faculty funds/

Continuous Training and

infrastructure for

maintenance

received

20

6.5. Objective 5

Information management - Maintain and develop IT based management information systems and support

facilities for administration and student learning to improve efficiency

6.5.1. Strategy : Introduce a management information system throughout the Faculty


6.5.1.1. Utilize a reliable/ time tested and robust MIS project

Dean /SAR UGC/Treasury

Faculty funds/

Continuous implementation

6.5.2. Strategy: Enhance IT facilities and training to staff, students, administrators and support staff


6.5.2.1. Improve IT Facilities of the university, with provision of computers to academic and non academic staff

ITC/SAR/ SAB/

Dean/ Heads

UGC/Treasury

Faculty funds/

Continuous Implementation

6.5.2.2. Continue to build upon the mechanism introduced to subscribe to e-publications and e-libraries

Librarian/ ITC /VLC

UGC/Treasury

Faculty funds/


6.5.2.3. Conduct IT training workshops for all staff & students in IT and e-learning

ITC/IT center, DME

UGC/Treasury

Faculty funds/

Continuous No. of

workshops/year

6.5.2.4. Enhance IT infrastructure to enable student centered teaching and learning

Dean/ ITC/LC

UGC/Treasury

Faculty funds/


6.5.2.5. Enhance and upgrade the Virtual Learning Centre to meet the educational needs of the undergraduate

Dean/ ITC, VLC/LC

UGC/Treasury

Faculty funds/


21

6.6. Objective 6

Centres of excellence – Develop and maintain global or regional centres of excellence in education,

research and clinical services within the Faculty in order to support the overall vision of the Faculty

6.6.1. Strategy : Maintain and enhance the human resources and infrastructure of existing centres


6.6.1.1. Ensure adequate academic and non-academic cadre to provide services at the level of a centre of excellence

Dean/ Heads/

academics

UGC/Treasury/

University

Continuous No of cadre

recruited or

promoted

6.6.1.2. Enhance infrastructure and laboratory/ IT facilities to provide services at the level of a centre of excellence

Dean/ SAB/

Heads/

academics

UGC/

University/

Faculty/

generated funds


No and quality of

improvements

made

6.6.2. Strategy : support the establishment of new centres and the knowledge dissemination activities of

all centres through a purpose built national/international liaison unit


6.6.2.1. Initiate links and collaborations with the industry and national/international organizations

Dean/ Heads/

academics

University/

Faculty

2016

onwards

No of links/

projects/

collaborations/

established

6.6.1.2. Facilitate event management of national/ international knowledge dissemination activities

Dean/ SAB/

Heads/

academics

UGC/

University/

Faculty/

generated funds

2017

onwards

No of activities

and knowledge

output

22

ABBREVIATIONS

ASC – Academic Standards Committee

BC – Buildings Committee

CD & EC – Curriculum Development and Evaluation Committee

CIU – Curriculum implementation Unit

COMSAA –Colombo Medical School Alumni Association

DME – Department of Medical Education

ECC – Extension Courses Committee

ERC – Ethics Review Committee

FB – Faculty Board

ITC - Information Technology Committee

LC - Library Committee

PU – Publication Unit

RHDC - Research and Higher Degree Committee

RPFC- Research Promotion and Facilitation Centre

SAB – Senior Assistant Bursar

SAR - Senior Assistant Registrar

VLC – Virtual Learning Centre

STRATEGIC PLAN 2016 - 2020 Faculty of Medicine, University ... · classroom and in the clinical...

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