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Corporate Plan2011 - 2015

University GrantsCommission

CORPORATE PLAN 2011-2015

UNIVERSITY GRANTS COMMISSION

Corporate Plan 2011 - 2015 University Grants Commissionii

It gives me great pleasure to write this introductory message for the corporate plan of the UGC. Completing a corporate plan is not an easy task as there are so many stakeholders to be consulted and information to be synthesized and analyzed before setting our goals and objectives for the coming years. We also need to make projections on the trends in higher education in our country before we set our goals and objectives and align our human and fi nancial resources accordingly.

Universities have a long history in Sri Lanka dating back to the monastic institutions but what we have today is an admixture of the western model and a localized context bound system evolving from the social, political and economic trajectory of post independent Sri Lanka. Our contemporary system has two central functions. The primary function is to mould an academic intelligentsia, professionals and other layers of the labour force out of the young men and women who achieve very high standards at a very competitive examination. We also need to equip them with competencies required for the ‘world of work’. The other key function is to function as ‘centres of excellence’ for generating scholarly discourse on social, economic and political issues of national and global relevance and creating new knowledge and innovation required to maintain a competitive edge in science and technology in an increasingly connected world where excellence is the key word.

Although we have made great strides in higher education our system is beset by some issues that have to be addressed strategically and operationally to achieve our goals and objectives. We need to continue our efforts to improve access, quality and equity in higher education at the same time while addressing student unrest and disruptive political forces within our universities. The mismatch between the competencies of our graduates and the demands of the labour force is an issue that has come into criticism by employers as well as the general public and we need to address the causal factors for this mismatch which in not entirely in the sphere of higher education. The lack of equity in secondary education especially in Science and Commerce in the rural and estate sector has produced graduates from the social sciences, and humanities, beyond the required numbers. Overall the readiness of our graduates for the world of work is a generic issue across the faculties. The total dependency of our system on state funding has further constrained our capacity to address some of seminal issues that we face.

The UGC as the apex, regulatory body of state universities addressed some of these challenges in our previous corporate plan that is due to end soon. We have reviewed our progress and understood our limitations and set targets that are achievable while addressing the seminal issues set above. We will not be daunted by the challenges and have aligned our corporate plan to the development goals and objectives of the country and will support the Government in implementing progressive structural transformation in higher education to make Sri Lanka a global knowledge hub in Asia.

MESSAGE FROM THE CHAIRMAN

Corporate Plan 2011 - 2015 University Grants Commissioniii

The Corporate Plan of the UGC (2011-2015) which is designed and planned on the above premise would certainly lay the foundation for the UGC to act as a pathfi nder to lead and promote the State University sector to achieve new heights in higher education.

I take this opportunity to thank the members and staff of the Commission for their support and enthusiasm in re-visiting the Corporate Plan, especially Prof Harischandra Abeygoonawardana who compiled this document. Finally our standards of academic excellence can only exist with support and commitment from staff, students and alumni. Therefore, I urge you to read the Corporate Plan and understand how you can contribute to achieving its goals and objectives so that we all work for a common vision and mission.

Prof. Gamini SamaranayakeChairman

University Grants Commission

Corporate Plan 2011 - 2015 University Grants Commissioniv

ACKNOWLEDGMENT

• Chairman, Vice Chairman and Members of the University Grants Commission for the advice, encouragement and guidance provided by them in preparing the Corporate Plan (2011-2015)

• Prof HarischandraAbeygunawardena, Member of the Commission for his vision, commitment, enthusiasm, creativity and hard work rendered by him in every aspect to prepare the Corporate Plan (2011-2015)

• Secretary UGC, Mr TissaNandasena for his coordination, logistical support and editorial work

• All Heads of Departments, Divisions and Units of the UGC namely,Mrs W Karunaratne/Additional Secretary, Dr PriyanthaPremakumara/Additional Secretary, Mr SKJ Hapangama/Chief Internal Auditor, Mr RAU Ranaweera/Accountant, Mrs WMV Wanasinghe/Deputy Secretary, Mrs PF Gunatilake/Senior Assistant Secretary, Mr Rasika Karunarathna/Senior Assistant Secretary, Mrs PV Damayanthi/Statistician, Mr BNS Lankasena/Systems Analyst and Mr GDD Perera/Works Engineer for their commitment and contribution in the preparation of the Corporate Plan

• Dr PNK Wijesekara (Assistant Secretary) who coordinated and collated the Corporate Plan (2011-2015)

• Mr WAJK Walahapitiya for editorial assistance, formatting and graphics and for producing the fi nal document for print

Corporate Plan 2011 - 2015 University Grants Commissionv

TABLE OF CONTENTS

Preamble ............................................................................................................................. 1Strategic Planning Principles .............................................................................................. 2Guide to the Corporate Plan ................................................................................................ 3-4

University Grants Commission ........................................................................................... 5-16History of University Education .............................................................................................. 5-6Objects of the Commission ...................................................................................................... 6Members of the Commission ................................................................................................... 7-9Organizational Structure ............................................................................................................. 10Functions and Duties .................................................................................................................. 13-15Resources ....................................................................................................................................... 16

Situation Analysis ................................................................................................................. 17-23SWOT Profi le ................................................................................................................................. 17Root Causes of weaknesses & suggested alternative solutions ............................................. 18-21GAP Profi le and possible solutions ........................................................................................... 21-23

Part I Policy and Strategic Development Framework (PSDF) ....................................................... 26-94

Mandate .......................................................................................................................................... 26Values ............................................................................................................................................ 26Vision ............................................................................................................................................. 26Mission .......................................................................................................................................... 26Stategic Goals ................................................................................................................................ 27-29

Goal 1 ..................................................................................................................................... 31-47Goal 2 ..................................................................................................................................... 49-55Goal 3 ..................................................................................................................................... 57-75Goal 4 ..................................................................................................................................... 77-88Goal 5 ..................................................................................................................................... 89-94

Activity Schedule ......................................................................................................................................... 97-130

Goals, Objectives, Strategies and Activities, Outcomes/Outputs, Performance Indicators, Source of Funds, Person Responsible,Time Schedule & Reference to Action Plans of Central Administrtaion/Departments/Divisions/Units

Goal 1 ..................................................................................................................................... 97-106Goal 2 .....................................................................................................................................107-110Goal 3 .....................................................................................................................................111-120Goal 4 .....................................................................................................................................121-125Goal 5 .....................................................................................................................................127-130

Part IIActions Plans of Departments/Divisions/Units (Printed as a seperate document)

Vision, Mission, Goals, Objectives, Strategies, Activities, Rationale and Mechanism & Design, Sub-activities & Resources Required, Time Schedules and Performance Indicators

Pages

Corporate Plan 2011 - 2015 University Grants Commission1

Managing of state organizations/institutions today has become a challenging task. There has been a paradigm shift in the way the top managers and employees of state organizations / institutions are expected to function. The task of the managers today is to build organizations capable of creating value for the organization and delivering services over a sustained period of time. This could only be achieved when managers are able to both manage for today and as well as manage for tomorrow. Our approach in preparing the Corporate Plan of the University Gants Commission which includes both the Policy & Strategic Development Framework (PSDF; Part I) and the Action Plans of Departments/ Divisions/ Units (Part II) has been heavily infl uenced by this new paradigm.

Managing for today typically involves fi ne-tuning of current operations, introducing incremental changes while strategy is staying reasonably fi xed. These changes are smaller, more evolutionary; the managerial focus is on managing complexity and thus ensuring effi cient functioning of the organization. Ideall vision and values are in place, deeply embedded in the fi rm, well understood, and accepted by all. When managing today, the fi rm’s organizational structure is assumed to have been designed and instituted appropriately, as are the control and performance management systems.

Managing for tomorrow requires different skills. The managers should have the foresight and knowledge to imagine how the organization should be evolved and progressed in the future. This requires visionary leadership creating a vision of what the organization and its environment is likely to look like. Further realizing such a vision demands not only good leadership skills but also an understanding of what capabilities will be required and specifi c planning to acquire or develop within them. This challenge will often require that the managers and employees loosen up thinking in the organization. Managers and employees must be open to change, willing to listen, keeping information systems open and consider the value of external as well as internal inputs in policy and strategy development. Senior managers should not become over dependent on formal systems or their intermediate staff. Useful insights may come from other employees, policy makers, learned people, technical or professional bodies and other such sources. Managers must seek leading indicators of change along all dimensions – political, sociodemographic, economic, technological, and so on.

Therefore, we have ensured that the Corporate Plan of the UGC (2011-2015) includes policies, strategies and activities, incremental and revolutionary in nature to ensure sustained success of the organization.

PREAMBLE


In most instances the corporate plans when prepared in conventional manner consist only the nicely laid down vision, mission, goals, strategies and activities with time schedules. These activities are expected to be carried out by sub-units of the organization (i.e. different departments/divisions/units). However, conventional prototypes lack details of action plans of sub-units which should describe very briefl y the justifi cation, rationale, objectives, mechanism and design, activities and sub-activities, resources required, time schedule and performance indicators which will guide the unit managers to act and top managers to monitor the process and outcomes. In order to overcome this defect, the UGC has adopted a two stage process in developing the Corporate Plan (2011-2015).

For the purpose of strategic planning, the University Grants Commission is considered as a ‘Corporate Body’ with multiple ‘Business’ Divisions and Units that undertake key activities and tasks according to the objectives of the organization and the policy directives coming from the governing council of the corporate body. This is true for any state or non-state business organization. Therefore, governing council of such organization should lay down its mandate, values, vision, mission, goals and objectives and strategies and broader activities which would then act as a road map for ‘business unit’ to develop their action plans. Of course these ‘business units’ too must have their vision in alignment with ‘corporate vision’ and embrace with a mission to perform their assigned duties and tasks to best of their abilities. The ‘business units’ shall then develop their goals, objectives, strategies and activities to fulfi ll the institutional vision, mission, goals and objectives. These are called Action Plans of ‘Business’ Divisions/Units.

Therefore the Corporate Plan (2011-2015) of the UGC has been developed through two stage process. As the fi rst step, Commission through participatory approach, following completion of the review of the existing Corporate Plan (2006-2010) and situation analysis, had laid down the vision and mission and goals and strategies and broader activities. This led to the development of the roadmap for the next 5 year phase and it is referred to as the UGC Policy and Strategic Development Framework (PSDF; Part I). This will act as a guide for the key personnel of the Commission, divisions and units to develop the Activity Plans for the assigned activities along with division /unit specifi c goals and objectives. The activity plans of departments /divisions/units form the Part II: Action Plans of Central Administration / Departments / Division / Units. These plans constitute the actions plans of PSDF

Hence, the fi nal document will consist of two parts: Part I: Policy & Strategic Development Framework (PSDF) Part II: Action Plans of PSDF (Central Administration/Departments/Division/Units)

STRATEGIC PLANNING PRINCIPLES


MANDATE

Core functions of the organization as defi ned by its purpose of existence by a suitable legislative enactment (i.e. by an Act, Ordinance, Constitution, etc).

VALUES

Fundamental principles or standards considered inherently worthwhile or desirable for the organization

VISION

Powerful mental image of the ideal future state of the organization. It refl ects what we care about most, represent an expression of what our mission will look like and is harmonious with our values and sense of purpose. It inspires and motivates people to become futuristic and optimistic. Vision needs to be realistic, credible attractive and should provide a bridge from the present to the future.

MISSION

Purpose of existence and core business of the organization. It defi nes the organization’s objects, priorities and its core business or operations in terms of sectors / markets, customers, products and services.

The Corporate Plan (2011-2015) is designed on the standard principles of strategic planning. The standard norms and defi nitions are given so as to emphasize the sound principles on which the UGC Corporate Plan (2011-2015) is designed and expanded.

Refers to Strategic Plan of corporate body / organization and it is the roadmap or direction of the corporate body / organization over the long-term to achieve the success. Strategy is defi ned for the corporate /organization (corporate strategy) as well as for individual objectives (i.e. functional strategies). Corporate strategy is the common theme underlying a set of strategic decisions with respect to the direction and scope of an organization over the long term which helps to achieve advantage for the organization through its confi guration of resources within a changing environment and fulfi ll stakeholder expectation. Corporate strategy outlines the plan of strategies and activities agreed upon by stakeholders to achieve institution’s primary objectives or mission by means of planned improvements and interventions in the organizational structure, systems and processes. Functional strategies are derived from corporate strategies and should contribute to the achievement of functional objectives set out by the corporate body /organization or business units/divisions.

GUIDE TO THE CORPORATE PLAN

CORPORATE PLAN


STRATEGIC GOAL(S)

Targets or and long range conditions of well-being of the institution aiming to achieve. These are fi nely focused statements of strategic aims or intentions directed at those aspects of the organization’s operations which are critical for its success. It encompasses sectors or product or service-market intentions, quality standards of products/services, resources (physical, human and technical), processes, and governance, management and fi nancial parameters. Goal statements are usually intended to have a half-life beyond the immediate future, and at the least will be reviewed thoroughly every 3-5 years.

OBJECTIVES

Description of the aims of and intention (s) or activity or activities or programmes to be planed in order to achieve the strategic goal (s) of the organization. The objectives must be specifi c, measurable, achievable & realistic and time-formed (SMART).

STRATEGY

Underlying theme or premise based on which activities are to be developed to aid in achieving the institutional objective(s). These are also called functional strategies and should aid in achieving functional objectives. Functional strategies usually defi ne/outline the specifi c activities/programmes to be planned by business units/divisions of the corporate/organization to achieve functional objectives and contribute towards achieving the strategic goals of the corporate/organization.

ACTIVITIES

Measures or actions to be taken or initiated. The activities are usually prescribed by the chosen functional strategies that will collectively help to achieve the functional objective and hence the strategic goal.

ACTION PLANS

Details of activities prescribed by the chosen functional strategies that will collectively help to achieve the functional objective and hence the strategic goal.

These are to be developed by key individuals (such as CEO, Executive Director, Heads of Departments and divisions/units, etc.) and/or Business Units/Divisions/Centers.

The responsible party is expected to chart a course of action based on proposed functional objectives and strategies. The details include justifi cation, rationale, objectives, mechanism and design, core activities and sub-activities, resources time schedules, performance indicators and person-in-charge of the given cluster of activity.


UNIVERSITY GRANTS COMMISSION

The University Grants Commission was established in 1978 as the regulatory body of state

universities & HEIs with the enactment of the Universities Act No. 16 of 1978. The enactment of the Universities Act No. 16 of 1978 is considered as the landmark in higher education sector in Sri Lanka which has begun its evolution into a formalized sector since 1921.

HISTORY OF UNIVERSITY EDUCATION

The need for a University in the country had been felt even in the early years of the British occupation in Sri Lanka, then Ceylon. However, the foundation of the present university system was laid in 1870 with the establishment of the Ceylon Medical College which was founded as an ‘elementary school’ and gradually progressed until 1888 when its diplomas were recognized by the General Medical Council. From 1884 there was a growing body of opinion specially in the early years of the 20th century for the establishment of a University of Ceylon. The War of 1914 to 1918 held up the project and only in 1921 the Ceylon University College was established as the nucleus of a future University. The intention of the establishment of the University College was to confer diplomas until the University is formally established, during which period the College could obtain the required experience of university standards by preparing students for external degrees of the University of London. Later, by incorporating the two Government Colleges, the Ceylon University College and the Ceylon Medical College, the University of Ceylon was established on 1 July 1942, when the Ceylon University Ordinance No. 20 of 1942 was brought into operation by proclamation.

The fi rst University was legally autonomous being a corporation consisting of the Chancellor, the Pro-Chancellor, the Vice Chancellor, the Court, the Council and the Senate. It worked through Committees which included in addition to the Court, the Council and the Senate, fi ve Faculties, Boards of studies, a Scholarships Board, a Board of Residence and Discipline and numerous ad hoc Committees. The key to the whole was the central administration operated by the Registrar who was Secretary of all Committees and the Vice Chancellor who was Chairman of the Senate and the Council and in the absence of the Chancellor, the Pro-Chancellor, function as the Chairman of the Senate and the Court and also all other Committees.

Prior to 15th February 1972, when a new university enactment came into force, which is a noteworthy landmark in University education in Sri Lanka, there existed 4 independent Universities. They were, the University of Ceylon, Peradeniya, the University of Ceylon, Colombo, the Vidyodaya University of Ceylon and the Vidyalankara University of Ceylon. In addition there existed the Ceylon College of Technology at Katubedda. All these had been established under the Higher Education Act No. 20 of 1966. With the implementation of the University of Ceylon Act No. 1 of 1972 these Universities and the College of Technology were amalgamated to constitute a single University of Sri Lanka of which the aforesaid institutions became Campuses. In August 1974 a sixth Campus of the University of Sri Lanka was established in Jaffna.

The new Act also enabled the establishment of Higher Educational Institutes. Accordingly there had been three Postgraduate Institutes established for Medicine, Agriculture and Buddhist Studies. Another three Institutes had been established for undergraduate


studies viz: Aesthetic Studies, Ayurveda and Workers’ Education. While the Institutes of Aesthetic Studies and Ayurveda were established by the absorption of government institutions into the University, the other four Institutes were entirely new organizations. Although it had been envisaged that the establishment of a single university as opposed to the continuance of a multi-university structure, would bring about administrative economies and also enable the rationalization and reorganization of courses of study at the university level, by the University of Ceylon Act No. 1 of 1972, the Act lost much of its effi cacy in the manner in which it was implemented.

Therefore a strong need for new approach was long felt and new legislation was introduced in 1978 enabling the establishment of several independent and autonomous universities in place of the single university by the Universities Act No. 16 of 1978. The legal effects of this new Act was the establishment of a University Grants Commission at the apex of the proposed multi-university structure and provision for the establishment, maintenance and administration of Universities with their Campuses, Faculties and other Higher Educational Institutions and for matters connected therewith or incidental thereto.

The formal university system, which evolved since the establishment of the single unitary University of Ceylon in 1942 has thus expanded to 15 Universities and 17 Higher Educational Institutes coming under the purview of the University Grants Commission at present.

OBJECTS OF THE COMMISSION

The Commission is mandated by the Universities Act No. 16 of 1978 with the following objectives:

1. Planning and coordination of university education so as to conform to national policy

2. Apportionment of Higher Educational Institutions, of the funds voted by parliament in respect of university education, and the control of expenditure by each such Higher Educational Institution

3. Maintenance of academic standards in Higher Educational Institutions4. Regulation of administration of Higher Educational Institutions5. Regulation of admission of students to each Higher Educational Institution, and6. Exercise, performance and discharge of such powers, duties and functions as are

conferred, imposed on, or assigned to the Commission by or under Universities Act No. 16 of 1978.


MEMBERS OF THE COMMISSION

Members of the Commission (May 2011- To date)

Designation Name

Chairman Prof S V D G Samaranayake(with effect from 03.05.2011)

Vice Chairman Prof Ranjith Senaratne(with effect from 03.05.2011)

Members

Prof H Abeygunawardena (with effect from 03.05.2011)Prof S Mohanadas (with effect from 03.05.2011)Prof Malkanthi Chandrasekera(with effect from 03.05.2011)Prof Sampath Amaratunga(with effect from 03.05.2011)Mr Vijaya Malalasekera(with effect from 03.05.2011)

Representative of the Treasury Mr P A Abeysekera (with effect from 23.12.2010)

Secretary Mr. Tissa Nandasena

Members of the Commission (March 2006- March 2011)

Designation Name

Chairman Prof S V D G Samaranayake (with effect from 19.03.2006 - 18.03.2011)

Vice-Chairman

Prof Gunapala Nanayakkara (with effect from 19.03.2006 - 31.12.2007)Prof M T M Jiffry (23.04.2008 - 17.09.2010)Remained vacant from 17.09.2010 to 18.03.2011

Members

Prof Carlo Fonseka (with effect from 19.03.2006 - 18.03.2011)Prof M T M Jiffry (with effect from 19.03.2006 – 22.04.2008 )Prof (Mrs) K Hirimburegama (with effect from 19.03.2006 – 02.01.2008)Prof Rohan Rajapakse (with effect from 19.03.2006 – 18.03.2011)Dr V Kunanandam (with effect from 19.03.2006 – 06.08.2006)Prof S K Sitrampalam (with effect from 25.10.2006 – 15.03.2010)


Prof S B S Abayakoon (with effect from 11.02.2008 – 31.07.2009)Prof Janaka de Silva (with effect from 28.04.2008 - 18.03.2011)Prof H Abeygunawardena (with effect from 25.09.2009 - 18.03.2011)Prof S Mohanadas (with effect from 05.11.2010 – 18.03.2011)

Representative of the Treasury

Mr B Abeygunawardena (with effect from 01.02.2006 – 22.11.2006)Mr W R V G G Samarasiri(with effect from 23.11.2006 – 03.06.2010 )Mrs Sujatha Cooray (with effect from 04.06.2010 – 22.12.2010)Mr P A Abeysekera (with effect from 23.12.2010)

Secretary Mr Tissa Nandasena

Senior offi cials of the UGC

Additional Secretary (International Cooperation) - Mrs W KarunaratneAdditional Secretary (Human Resources) - Dr M M P PremakumaraAdditional Secretary (Academic & Admissions) - Dr M M P PremakumaraChief Internal Auditor - Mr S K J HapangamaAccountant - Mr R A U RanaweeraDirector (Infrastructure Development) - Mr D D Perera (Actg.)Director (Quality Assurance) - Prof Colin Peiris (Actg.)Deputy Accountant (Universities Provident Fund) - Mr N GallageDeputy Secretary (Legal & Documentation) - Mrs V WanasingheStatistician - Mrs P V DamayanthiSenior Assistant Secretary (Administration) - Mrs P F GunathilakeSenior Assistant Secretary (Academic) - Mrs Chandrika GodageSenior Assistant Secretary (Personnel) - Mr Rasika KarunaratneSenior Assistant Secretary (Human Resources) - Mrs Anoma BasnayakeSenior Assistant Secretary (Legal & Documentation) - Mrs L K P S RajakeeyaSenior Assistant Internal Auditor - Mrs P H C M HiripitiyaSenior Assistant Accountant - Mr Sampath GodakumburaSenior Assistant Accountant (Pensions Fund) - Mr S SriskanthaSenior Assistant Internal Auditor - Mr A S WickramasingheSenior Assistant Accountant - Mrs Sagarika BeliketimullaSenior Assistant Accountant - Mrs Sudeni PeirisProgrammer Cum Systems Analyst - Mr Nalaka LankasenaWorks Engineer - Mr D D Perera


UNIVERSITIES AND HIGHER EDUCATIONAL INSTITUTES

UNDER THE PURVIEW OF UGC

UNIVERSITIES

1. University of Colombo2. University of Peradeniya3. University of Kelaniya4. University of Sri Jayewardenepura5. University of Moratuwa6. University of Jaffna7. University of Ruhuna8. Open University of Sri Lanka9. Eastern University, Sri Lanka10. South Eastern University of Sri Lanka11. Rajarata University of Sri Lanka12. Sabaragamuwa University of Sri Lanka13. Wayamba University of Sri Lanka14. Uva-Wellassa University of Sri Lanka15. University of the Visual and Performing Arts

INSTITUTES

1. Postgraduate Institute of Agriculture 2. Postgraduate Institute of Pali & Buddhist Studies3. Institute of Indigenous Medicine4. Institute of Human Resource Advancement5. Postgraduate Institute of Medicine6. Postgraduate Institute of Archaeology7. Postgraduate Institute of Management8. University of Colombo, School of Computing9. Gampaha Wickramarachchi Ayurveda Institute10. Postgraduate Institute of Science11. National Institute of Library and Information Sciences12. Institute of Technology, University of Moratuwa13. Institute of Biochemistry, Molecular Biology & Biotechnology14. Swamy Vipulananda Institute of Aesthetic Studies15. Postgraduate Institute of English16. National Centre for Advanced Studies in Humanities and Social Sciences17. University of Colombo, Institute for Agro-Technology and Rural Sciences


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FUNCTIONS OF DEPARTMENTS/DIVISIONS/UNITS OF THE UGC

CHAIRMAN’S OFFICE

Chairman is the Chief Executive Offi cer and Accounting Offi cer of the Commission and is in control of the day to day administration of the affairs of the Commission. He chairs the meetings of the Commission.

Matters pertaining to appointment of Vice-Chancellors of Universities, Directors of Institutes and Members to the Governing Boards of Universities and Institutes are handled by Chairman’s offi ce.

VICE CHAIRMAN’S OFFICE

Vice Chairman assists the Chairman and the Commission in making policy initiatives. He functions as the Chairman of the Transfer Board, Evaluation & Monitoring Committee on University Construction Projects, Committee for Recognition of Qualifi cations/ Degree Awarding Institutions and as the Chairman of the Standing Committees assigned by the Commission.

Vice Chairman attends to the duties of the offi ce of the Chairman and Chairs the Meetings of the Commission in the absence of the Chairman.

SECRETARY’S OFFICE

Secretary is the custodian of records and the property of the Commission and the Assistant Accounting Offi cer of the Commission. He functions as the Secretary to the Commission Meetings and is responsible for implementation of decisions taken by the Commission.

Secretary assists the Chairman in general administration of the Secretariat and oversees the Universities Provident Fund and the Pensions Fund. In addition he functions as the Secretary to the Admissions Committee and the Joint Meeting of the UGC & CVCD. Preparation of the Annual Report of the UGC and other Progress Reports for submission to the Ministry, Presidential Secretariat, General Treasury and Parliament etc. is the responsibility of the Secretary.

HUMAN RESOURCES DEPARTMENT

• Formulating & Designing Schemes of Recruitment for university staff• Determination of Cadre requirements of the university system and obtaining necessary

approvals from relevant authorities• Matters pertaining to

(a) Recruitment Promotions & Training of university staff (b) Salaries, Leave, Discipline etc. of employees of the university system (c) Trade Unions


• Issuing of UGC and Establishment Circulars• Matters pertaining to

(a) Management Committee (b) Transfer Board

ACADEMIC AFFAIRS & UNIVERSITY ADMISSIONS DEPARTMENT

ACADEMIC AFFAIRS DIVISION

• Matters pertaining to maintenance of academic standards in Higher Educational Institutions

• Establishment of Universities, Institutes, Faculties, Departments of Study etc. • Introduction of new Courses of Study at undergraduate and postgraduate levels• All matters pertaining to Standing Committees, Coordination of Standing Committee

meetings and follow up action• Establishment and awarding of Endowed Scholarships• Recognition of Higher Educational Institutions• Recognition of degrees awarded by other Higher Educational Institutions

UNIVERSITY ADMISSIONS DIVISION

• Formulating regulations for admission of students to Universities/ HEIs• Selection of students for university admission and allocation of selected students to

various universities • Handling all matters pertaining to inter-university transfers of university students and

appeals with regard to university admission• Selection of students for Mahapola Scholarships• Compilation of University Admission Handbook and Statistics

FINANCE DEPARTMENT

• Preparation of budgetary requirements for the university system• Apportionment of funds to Universities & HEIs• Liaise with Treasury and Ministry of Finance with regard to releasing allocated funds• Preparation of periodical Financial Statements and Final Accounts• Matters pertaining to COPE and Audit queries• Maintenance and Management of Universities Provident Fund• Maintenance and Management of Universities Pensions Fund

GENERAL ADMINISTRATION DEPARTMENT

PERSONNEL DIVISION

• Determining the Cadre requirements of the UGC Secretariat• All matters pertaining to recruitment of UGC Staff • Attending to granting increments & promotions, transfers, retirement, leave, disciplinary

and salary matters of the UGC staff • Determining the training needs and providing training for UGC staff• Attending to welfare activities of the UGC staff


SUPPLIES, TRANSPORT & MAINTENANCE DIVISION

• All supplies including utilities and matters pertaining to Procurement Committees of the UGC Secretariat

• Maintenance of buildings & premises of the UGC Secretariat• Regulation and maintenance of vehicles of the UGC Secretariat• Matters pertaining to Board of Survey of the UGC Secretariat• Maintenance of Security Services of the UGC Secretariat• Matters pertaining to canteen and recreation of staff of the UGC Secretariat• Administrtaion of the UGC Mail [incoming & outgoing]

LEGAL & DOCUMENTATION DIVISION

• Handling court cases and appeals to USAB, Human Rights Commission and Labour Tribunal, etc.

• Preparation and publishing of Orders and Ordinances• Interpretation of the university legislation and drafting of legal instruments • Legal advice to UGC on various matters• Drafting of Agreements and Contracts

INTERNATIONAL COOPERATION DIVISION

• Handling all projects funded by foreign agencies through the UGC• Handling all invitations for Foreign Scholarships & Fellowships• Matters pertaining to SAARC Heads of UGCs & similar organizations• Matters pertaining to UGC Research Fund • Processing applications, selection and disbursement of funds to university academics for

Higher Studies locally or abroad

INFRASTRUCTURE DEVELOPMENT DEPARTMENT

• Formulating policy framework with regard to infrastructure development of Universities/ HEIs

• Planning and implementation of infrastructure facilities in Universities/HEIs• Desk evaluation of the project proposals and obtaining necessary approvals for

implementation of construction projects• Advice the Universities/ HEIs on preparation of construction project proposals and on

cost revisions• Coordinating the Progress Review Meetings of the construction projects• Coordinating the work of the Project Evaluation & Monitoring Committee of the UGC • Matters pertaining to construction and rehabilitation of UGC Buildings & Structures

PLANNING AND RESEARCH DEPARTMENT

PLANNING DIVISION

• Assist the Commission to formulate policies in planning and coordination of university education so as to conform to national policy


• Preparation, implementation and progress reviewing of the Corporate Plan• Preparation, implementation and progress reviewing of the annual Action Plan• Consultancy Services for Corporate Planning in Universities/HEIs• Liaise with the line Ministry and the Ministry of National Planning in formulation of

policies for higher education

MANAGEMENT INFORMATION SYSTEMS [MIS] DIVISION

• Collection of information and maintenance of a Computerized Data Base on University System

• Preparation and publishing of Handbook on University Statistics• Development and maintenance of the UGC Website• Develop a database network with Universities• Coordinating the functions of the Labour Market Observatory

CENTRAL INTERNAL AUDIT DEPARTMENT

• Coordination of Internal Audit functions of Universities/ HEIs• Carrying out Internal Audits on UGC Administration and Finance• Auditing of Provident Fund and Pension Payments• Advising and Assisting the Universities and HEIs in Internal Audit works• Carrying out special audit investigations as and when required by the UGC• Handling all matters pertaining to Audit Committee • Matters pertaining to COPE in the Parliament • Coordination of all audit queries and sending answers to Auditor General• Coordination of activities pertaining to Audit Action and Monitoring Committee of the

UGC STUDENT AFFAIRS DIVISION

• Issue policy guidelines on student welfare discipline and Unions/ Associations• Matters pertaining to Student Grievances• Coordination of student welfare activities• Selection and nomination of university students for various competitions/ activities held

locally and abroad• Student Union matters

HIGHER EDUCATION INFORMATION TECHNOLOGY DIVISION

• Coordination of ICT activities in the university system as directed by the UGC• Determination and development of IT based requirements of the Secretariat• Coordination and operation of IT based activities/ projects/ networks in relation to

UGC software packages and hardware requirements• Planning, Management and Maintenance of the UGC network• Planning and Management of video Conferencing and Audio Visual facilities• Determination and identifi cation of IT training needs of the UGC staff and provide

required training as an when necessary


QUALITY ASSURANCE DIVISION

1. Evaluation of new Curricula and new Degree Programmes of all Universities/HEIs established under the Universities Act and the degree programmes of the Institutes recognized by the Hon. Minister of Higher Education in terms of Section 25A of the Universities Act.

2. Evaluation of Application from State & Non-State Higher Education Institutions for degree Degree Awarding Status

3. Assessment of the quality of Foreign Degrees and delivery arrangements and agreements on mutual recognition of awards accredited by Foreign Quality Assurance Agencies

4. Development of procedures and manuals for I) Internal Quality Assurance, II) External Review and III) Accreditation of Universities/HEIs/study programmes

5. Establishing Benchmark Statements for subject disciplines/study programmes 6. Development of Codes of Practice, Standards, Ethics and Conduct for Universities/

HEIs/staff/students7. Training of Reviewers 8. Implementation of UGC approved Quality Assurance and Accreditation

Programme for State Universities and submit reports along with recommendation to the Commission

9. Co-ordination and supervision of all activities of Internal Quality Assurance Units in Universities/HEIs

RESOURCES

A) LAND AND BUILDINGS

The UGC located at No. 20 of Ward Place, Colombo 7 has a land area of 128.97 perches. The value of the land has not been estimated as it appears to be vested in UGC by the University of Colombo.

The value of the buildings of the UGC is recorded as Rs. 2,4000, 859/- (depreciated value) as at December 2006.

B) HUMAN RESOURCES

The University System has an approved cadre of 19,773 posts (as at 01-01-2011) of which 10,470 posts are in the non-academic non-administrative grades and 7530 posts are in the academic grades. There are 894 posts in the academic support grades and 879 posts in the administrative and Medical Offi cer Grades. Of the above UGC has an approved cadre of 257 posts of which 216 are in the non-administrative and non-academic grades and 41 posts in the administrative grades.


C) FINANCE

The UGC depends one hundred percent (100%) on Treasury Grants for its capital requirements of the university system. Approximately ninety fi ve percent (95%) of the recurrent expenditure too is fi nanced by the Treasury. Of the total recurrent grant, about seventy fi ve percent (75%) is spent for personal emoluments. Financial allocations provided by the Treasury over past 5 years are given below.

Government Grants Vs. Expenditure (2006 - 2011) Rs’000

Year Capital Recurrent

Allocation Expenditure Allocation Expenditure

2006 3,186,000 2,456,364 8,283,000 8,147,224

2007 4,800,000 3,108,457 9,973,900 9,337,562

2008 4,929,000 2,995,971 10,939,898 9,900,738

2009 4,520,000 2,726,065 11,106,667 10,227,482

2010 3,500,000 2,831,973 11,415,280 10,961,907

2011 Expenditure (up to 30/06/2011) 7,100,000 1,996,413 12,600,000 7,143,288


SITUATION ANALYSIS

As the prelude to commencement of strategic planning process, comprehensive review of the existing Corporate Plan of UGC (2006-2010) was conducted. The detailed report is prepared and is available as a separate document. The planning team then commenced the situation analysis which was extended over several consultative sessions with the senior management, and brain storming sessions involving senior management and employees. The outcome of series of activities has formed the basis to lay down the vision and mission and goals and strategies and broader activities. The draft came out from this exercise was further expanded and improved again through several brain storming sessions to develop Policy & Strategic Development Framework (PSDF) of the UGC for next 5 year period, from 2011 to 2015.

The current situation of UGC and State University System as regard to physical and human resources, processes, procedures and effi ciency was evaluated by performing SWOT and GAP Analyses. Through the Root Cause Analyses, the roots of the identifi ed weaknesses were listed and possible alternative solutions were proposed. Through the GAP analysis, the gaps and problems that exist within the current system were identifi ed and possible solutions were identifi ed for the identifi ed problems & gaps. The profi les of SWOT, Root-cause Analyses and GAP Analyses and possible solutions for the identifi ed problems/weaknesses and gaps are given below.

SWOT PROFILE

STRENGTHS

• UGC, apex regulatory body of state university system, established under a comprehensive Act of Parliament prepared by experience and reputed academics and administrators and has maintained high social recognition continuously

• Guaranteed State funds for higher education• Commitment of the Government to strengthen the State University System • Availability of experienced academic and management expertise both at the UGC and

Universities• High commitment of UGC and University management to enhance quality and

relevance of academic programmes, research and development and innovation output• Continued commitment of UGC & Universities to perform social responsibilities

WEAKNESSES

• Limiting access given for those who seek higher education• Inadequate capacity for strategic planning, coordination and monitoring, both at UGC

and Universities• Limiting funds amidst increasing wants• Lack of allegiance, loyalty and commitment of employees• Poor commitment to adhere to norms and comply with rules and regulations• Some outdated and inappropriate rules and regulations• Inadequacies of institutional capacities in providing opportunities updating of

knowledge and skills of work force• Relatively low effi ciency and productivity compared to the potential• Relatively low research, development and innovation outputs compared to the potential• Slow adaptation, acceptance and preparedness to use emerging technologies• Lenient enforcement of laws as regard to disciplinary matters, protection of properties,

leakages, etc.


OPPORTUNITIES

• Increasing demand for higher education• Emergence of non state universities/HEIs (through competition)• Government policy to promote Sri Lanka as the knowledge hub in Asia • Restoration of normalcy in the country after three decades of turbulences• Higher demand for marketable graduates and post graduates locally and overseas• Increased access for foreign students into local universities/HEIs

THREATS

• Increasing incidences of undesirable interventions and ad-hoc changes• Limiting funds amidst increasing wants• Emergence of non state universities• High degree of descent among the stakeholders– threat to autonomy and

independence • High tendency for divisions and confl icts within organizations

ROOT CAUSES OF WEAKNESSES & SUGGESTED ALTERNATIVE SOLUTIONS

Weakness Most likely Root Cause(s) Alternative Solutions

• Limiting access given for those who seek higher education

• Heavy reliance placed on conventional university system

• Failure to explore the potential of alternative higher education avenues – ODL system, vocational & technical education, state and non-state degree awarding institutions, professional bodies/organizations, etc.

• Expand & strengthen conventional university system

• Facilitate the expansion and strengthening of alternative higher education sector

• Expand and strengthen the ODL system

• Expand and strengthen QA system covering both State and Non-state conventional and alternative higher education sectors

• Inadequate capacity for planning, coordination and monitoring, both at UGC and Universities

• Inadequate recognition of the value of strategic planning in the higher management

• Failure to acquire and/build required organizational capabilities

• Absence of dedicated planning and monitoring units

• Establish and develop planning and monitoring capacity at the UGC and Universities

• Design & conduct awareness and training programmes on strategic planning and management


• Limiting funds amidst increasing wants

• Continuing reliance on state funds

• Failure to generate and revolve funds

• Absence of clear fi nancial and management guidelines for managing income generating activities

• Lack of political will to impose nominal user fee for services

• Inability to prioritize and use limiting funds prudently

• Improve fi nancial management procedures

• Develop and issue proper guidelines for managing income generating activities

• Improve monitoring and auditing and management capacity

• Impose nominal user fee for services provided

• Lack of allegiance, loyalty and commitment of employees

• Low employee motivation• Alienating employees from

decision making process• Failure to empower

employees• Absence of transparency

in decision making• Absence of dialogue

amongst employees and senior managers

• Defi ne job descriptions and duties

• Adopt participatory approach in decision making

• Design and conduct staff development programmes

• Improve welfare and grievance redress mechanism

• Poor commitment to adhere to norms and comply with rules and regulations

• Lack of awareness and habit of showing compliance with rules and regulations

• Failure to review and revise rules and regulations with changing times

• Failure of higher management to adhere to rules and regulations and high degree of prejudices and favoritisms

• Regularly review rules and regulations and effecting necessary amendments

• Improve the transparency in decision making

• Higher management to set examples and act as role models

• Some outdated and inappropriate rules and regulations

• Failure to review and revise rules and regulations with changing times

• Regularly review and amend Establishments Code, Ordinances and Circulars


• Inadequacies in providing opportunities for updating of knowledge and skills of work force

• Inadequate appreciation of value of staff development/continuing education by the higher management

• Absence of institutional/ o r g a n i z a t i o n a l arrangements, capacities and capabilities for staff development/continuing education

• Develop staff development capacity of the UGC and Universities/HEIs

• Design and conduct staff development/continuing education programmes on regular basis

• Relatively low research, development and innovation outputs compared to the potential

• Absence of dedicated competent centers/units to promote research, development and innovations in Universities/HEIs

• Low motivation of academic staff

• Absence of incentives for high performers

• Poor institutional support system

• Low investment by the state for research and development

• Archaic rules and regulations which act as deterrents for academics to engage in R& D activities

• Low moral and enthusiasm (‘less work’ ‘less trouble’ attitude) of staff

• Establish institutional mechanism to foster research, development and innovations

• Design and develop appropriate guidelines for research postgraduate degrees

• Review existing rules and regulations pertaining to disbursement of research funds and earned funds

• Design and launch reward system for high performers

• Slow adaptation, acceptance and preparedness to use emerging technologies

• Inadequate appreciation of value of ICT tools and productivity improvement methods organizational management by the higher management

• Ignorance of managers and employees on emerging technologies

• Lack of awareness and competencies

• Develop staff development capacity of the UGC and universities

• Design and conduct staff training in ICT applications

• Expand and strengthen ICT capabilities at the UGC and universities

• Introduce productivity i m p r o v e m e n t m e t h o d s / p a c k a g e s into organizational management


• Lenient enforcement of laws as regard to disciplinary matters, protection of properties, leakages, etc.

• Defi ciencies in audit and management procedures

• Ignorance of employees and students of the norms, values and rules and regulations

• Failure of the management to apply rules and regulations in fair and determined manner

• Interference from higher management and outside parties

• Failure of the system to punish wrong doers

• Culture of wrong doers getting protection from higher management and policy makers

• Strengthen the audit and management capabilities

• Strengthen the disciplinary procedures

• Ensure exemplary conduct of higher management to set examples for employees

• Adapt suitable house keeping procedures and total quality improvement methods to minimize errors, defaults, and leakages,

GAP PROFILE AND POSSIBLE SOLUTIONS

GAP 1: INADEQUATE PLACEMENT FOR UNIVERSITY EDUCATION

• About 50% of approximately 300000 students who sit for the A/L obtain minimum qualifi cations to enter universities

• Only < 50% of those who qualify apply for university admission• Only < 50% of qualifi ed students apply for admission• Only <50% of those who applied are admitted (approx. 20,000)• Only < 15 % of qualifying students are provided with admission• Limited subjects streams for liberal arts, humanities and commerce• Places for Foreign Students are limited (0.5%)

SUGGESTED SOLUTIONS FOR GAP 1

• Review and fi ne tune the current admission policy and procedures • Increase the infrastructure facilities, and expand degree programmes and thereby

increase intake of internal students• Expand the subject streams and university courses for those who sit for liberal arts,

humanities and commerce • Expand and improve quality of open and distance modes of learning• Facilitate establishment of state and non-state alternative higher educational

institutions with appropriate improvements in QA and Accreditation procedures• Increase the foreign quota in order to complement income for State Universities


GAP 2. RESOURCE GAP AND POOR UTILIZATION OF RESOURCES

• Heavy reliance on Treasury funds by Universities • Allocated Budget < Required Budget• Recommended Budget is not released • Ineffi cient utilization of allocations and existing resources • Lack of commitment and competency• Inadequacy of regular monitoring • Inadequate internal audit and management


• Encourage entrepreneurial culture within the university system• Frame guidelines for fi nancial management to support above• MoHE & UGC to liaise with donor agencies to seek external funds to meet resource

gap• Increase the capacity of the university staff engage in proper planning and monitoring

and utilization of allocated funds• Minimize waste and leakages and recover dues from bond violators• Strengthen internal audit and management procedures

GAP 3. OUT DATED HR PRACTICES

• Rigid Rules and Regulations imposed by Treasury • Conventional HR Practices • Long delays in recruitments/promotions• Poor recruitment standards• Lack of Staff Development mechanism• Poor ICT usage• Poor Offi ce Management


• Streamline the staff recruitment procedures• Review and adopt more appropriate HR practices• Introduce more modern offi ce management practices/systems• Review the constraints imposed by the Establishments Code, Universities Act,

ordinances, rules & regulations, circulars, etc. and bring about necessary amendments• Change the present rigid systems adopted by the Treasury for the review of requests

for staff cadre to facilitate speedy recruitment of qualifi ed personnel • Improve the HR capacity through staff development/in- service training• Change of attitudes and promote pro-active work culture• Introduce performance based appraisal system for granting increments and promotions

GAP 4. INADEQUATE APPLICATION OF MIS IN MANAGEMENT

• Inadequate awareness and ICT competencies• Inadequate IT infrastructures & human resources• Inadequate competencies of staff


• Lack of IT governance and management• Lack of integration of IT tools with offi ce work


• Improvement of IT infrastructure • Popularize IT culture within the system and regularize the necessary policies to accept

e-documents• Recruitment and training of personnel on ICT applications• Promote information fl ow within and amongst the UGC & Universities/HEIs• Institute IT Governance and Management in the UGC & Universities/HEIs

GAP 5. ABSENCE OF STRATEGIC PLANNING AND MANAGEMENT CULTURE

• Outdated Organization structure - No dedicated Unit• Lack of culture• Lack of competencies


• Establish a dedicated Division for Strategic Planning and Management in the UGC & Universities/HEIs

• Acquire competent personnel in order to run the above Division effi ciently and effectively

• Create awareness among the employees of the value of strategic planning and management

• Inculcate strategic planing and management culture within the UGC & Universities/HEIs

GAP 6. LOW EFFECTIVENESS OF THE STANDING COMMITTEES AND AD-HOC COMMITTEES AS INSTRUMENTS TO IMPLEMENT UGC POLICY DIRECTIVES

• Absence of guidelines/Terms of Reference (TORs) for Standing Committees/Ad-hoc Committees

SUGGESTED SOLUTION FOR GAP 6

• Introduce TORs and guidelines• Regular reporting on the progress of activities initiated & conducted by Standing

Committees & ad-hoc Committees at the Commission meetings.

Part I:

Policy & Strategic Development Framework of University Grants Commission

(PSDF)

CORPORATE PLAN 2011 - 2015


MANDATE

Established with the enactment of the Universities Act No. 16 of 1978, the University Grants Commission is mandated to function as the apex, regulatory body of the State Universities and higher educational institutions/institutes (HEIs) with the overall responsibility of planning and coordination and fostering of state higher education sector so as to conform to national policy. The specifi c regulatory functions, includes apportionment of the funds voted by parliament in respect of university education and control of expenditure, maintenance of academic standards, regulation of administration and regulation of admission of students.

VALUES

Functions with utmost integrity as a pro-active, strategically attuned organization, subjecting itself to continuous upgrading its capacity with changing times and execute its duties in a transparent manner ensuring equity and equality, and balancing modernization, culture and values.

VISION

To be an excellent regulatory body which guide, develop and sustain a network of ‘centers of excellence’ in higher education meeting the national needs and aspirations in keeping with global trends

MISSION

To establish, guide, develop and sustain through resource allocation and good governance and management, a widely acclaimed and accessible higher education system that is accountable to the public and dedicated to become the highest levels of learning, research and innovation relevant to the needs of the country by fostering and/or facilitating in partnership with other stakeholders of higher education, the diversity, maintenance of standards and quality and the relevance of academic study programmes to national and global needs, and providing guidance to higher education system to become a network of ‘centres of excellence’ in teaching, research, innovation and services of global standing.


STRATEGIC GOALS

GOAL 1: Improve Governance and Management of UGC, Universities and HEIs in planning, execution, monitoring, coordination and fostering of university education so as to conform to national policy

GOAL 2: Enhance the Effi ciency of Financial Disbursement and Accountability

of the use of the funds voted by Parliament as well as from other sources (foreign and earned) in respect of university education

GOAL 3: Improve Standards of Academic Programmes and Research and Innovations in Universities and HEIs by improving Relevance and Quality of Study Programmes and research competencies of academic satff

GOAL 4: Increase Access to Higher Education by increasing undergraduate and postgraduate educational opportunities provided by Universities & HEIs

GOAL 5: Improve the Capacity of the UGC as a Regulatory Body in discharging powers, duties and functions as are conformed or imposed on, or assigned to, the Commission by or under the Universities Act No. 16 of 1978.


CONTEXT OF SETTING GOALS

The Universities Act No 16 of 1978 has defi ned 6 objects for the UGC, with the overall responsibility of planning, coordination and fostering of state higher education sector so as to conform to national policy. The specifi c regulatory functions include a) planning, monitoring and regulation of administration, b) apportionment of the funds voted by parliament in respect of university education and control of expenditure, c) maintenance of academic standards, and e) regulation of admission of students.

The fi rst four Strategic Goals are designed to encompass 4 major aspects of higher education sector so as to become compatible with the objects of UGC. The 5th strategic goal is designed to improve the capacity of the UGC to function as a regulatory body in discharging powers, duties and functions as are conformed or imposed on or assigned to the Commission by or under the Universities Act No. 16 of 1978. GOAL 1: IMPROVE GOVERNANCE AND MANAGEMENT OF UGC, UNIVERSITIES AND HEIS

The fi rst strategic goal is to empower the UGC to become technically capable, effi cient and effective regulatory body of State Universities and HEIs. As stated in the Universities Act No. 16 of 1978, the UGC has the responsibility of regulating the planning, implementation and monitoring development activities, and promotion of governance and management of universities/higher educational institutions/institutes. This requires the UGC to posses appropriate organizational structure, processes and procedures, technical capacity to plan, direct and guide, and to oversee multitude of activities. Similarly the State Universities and HEIs shall possess the innate capacity to govern and manage universities, plan and execute academic study programmes and research and innovations in most prudent and effi cient manner.

GOAL 2: ENHANCE THE EFFICIENCY OF FINANCIAL DISBURSEMENT AND ACCOUNTABILITY

The second strategic goal is to improve the fi nancial management capacity of the UGC and Universities/HEIs. The state higher education sector is fully funded by the state and the UGC must ensure that all Universities and HEIs utilize the funds voted in most prudent and transparent manner. Further, it is envisaged that the sole dependency on state funds must be reduced gradually by encouraging universities to become more entrepreneurial and the UGC must facilitate the process by designing appropriate and less unwieldy fi nancial management rules and procedures with checks and balances.

GOAL 3: IMPROVE STANDARDS OF ACADEMIC PROGRAMMES AND RESEARCH AND INNOVATIONS

The third strategic goal is to improve the quality and relevance of academic study programmes of both undergraduate and postgraduate level and enhance research, development and innovation outputs of Universities and HEIs. This is to be accomplished by means of improving the physical resources, human resources and capacity, adopting modern educational technologies, and broad-basing education so as to provide knowledge and skills in core disciplines as well as wide array of generic skills (i.e. communication, ICT, soft skills, etc. ) of undergraduates and postgraduate students.


Furthermore, this also requires improvements in allegiance, loyalty, and commitment of academic and non-academic staff.

GOAL 4: INCREASE ACCESS TO HIGHER EDUCATION

The fourth strategic goal is to increase the opportunities provided for those who are aspiring to seek higher educational opportunities in the alternative State and Non-State higher educational sectors. This is to be achieved by widening the space for higher educational opportunities in the State sector by expanding conventional, open and distance learning with judicious mix of ICT tools and by promoting the Non-State higher educational sector by facilitating and regulating the quality, and accountability thus by promoting public acceptance.

GOAL 5: IMPROVE THE CAPACITY OF THE UGC AS A REGULATORY BODY

The fi fth strategic goal is to strengthen the technical capacity and functional effi ciency of the UGC secretariat to assist the Commission to execute the 5 objects stated in the Universities Act No. 16 of 1978. This is to be achieved by improving loyalty, allegiance and technical capacity, commitment of the staff and improving technical capacity of departments and divisions and enhancing information collection, collation, processing, analyzing and reporting to the UGC higher management so as to facilitate the decision making process and by creating pleasing and friendly environment with contented, committed and courteous workforce.

Improve Governance and Management of UGC and Universities/HEIsCorporate Plan 2011 - 2015 University Grants Commission

31

Goal 1Improve Governance and Management of UGC and Universities/HEIs in planning, execution, monitoring, coordination and fostering of university education so as to conform to national policy

Empowered by the Universities Act No. 16 of 1978, the UGC is the apex, regulatory body of the State Universities and HEIs. In order to accomplish this multifaceted task the UGC and Universities/HEIs must be functionally resourceful and technically capable and effi cient. The current organizational structures and governance and management procedures of university sector have not been changed much since the enactment of the current Act in 1978, while the sector has recorded unprecedented expansion. Thus it is very conceivable that UGC and Universities/HEIs shall be strengthened as regard to their organization structure competency of human resources, and technical capacity in order to develop the innate capacity and effi ciency in governance and management. In this regard, current organizational structure and functions of divisions and units of UGC as well as the Universities/HEIs must be critically reviewed and appropriate reforms to strengthen their functional capacity and effi ciency must be instituted. Further, the Acts, Ordinances, Establishments Code and rules and regulations in place must be periodically reviewed to align with changing times and grant greater autonomy or self-governance to Universities/HEIs. Moreover, in order to achieve greater devolution of authorities to Universities/HEIs, the internal auditing and quality assurance and accreditation capacity of UGC and Universities/HEIs must be strengthened.

CONTEXT

OBJECTIVES

Objective 1.1 To improve technical capacity and functional effi ciency of UGC to perform multitude of regulatory, planning and monitoring functions

Objective 1.2 To streamline regulations, guidelines, auditing and quality assurance procedures with a view to grant greater self-governance to Universities/HEIs

Objective 1.3 To improve technical capacity and functional effi ciency of all Universities/HEIs


32

STRATEGIES

• Reorganize and infuse visionary and competent leadership to the UGC

• Improve competencies of human resources and expertise at the UGC

It was very obvious that the organizational structure of the UGC has remained relatively stagnated over 4 decades since its inception in 1978. The task of UGC at the inception was comparatively less demanding and there were only 5 state universities and 6 HEIs under its umbrella. Now the task of the UGC has become multifaceted and complex. It has not only to regulate and supervise15 Universities and 17 HEIs but also to spearhead development programmes to promote continuous improvement in stategic planing and management and monitoring academic standards, commitment, allegiance and disciplines of students and staff, research and innovation capacity, and accountability and social responsibility. This multifaceted task requires visionary leadership, administrative and technical expertise for strategic planning and monitoring, academic development and planning, staff development and quality assurance and accreditation. Therefore, the structural organization has to be reviewed and reformed and the services of visionary and competent academics and administrators have to be brought into assist the Commission and administrative staff. Further the technical capacity and the expertise of the staff of the UGC secretariat must also be improved. It is also imperative that while these proposed progressive improvements taking place at the UGC level, parallel improvements in functional and technical capabilities and governance and management capacity of Universities & HEIs must also be initiated, promoted and stregthened in order to ensure that they posses inate the capacity to translate UGC policy directives and programmes and manage their affairs effi ciently and take progressive steps towards improving governance and management, academic standards and research and innovations outputs.

RATIONALE

OBJECTIVE 1.1

To improve technical capacity and functional effi ciency of UGC to perform multitude of regulatory, planning and monitoring functions

Strategy 1.1.1 Design and introduce structural reforms and bring in services of visionary and competent academics and administrators to assist the Commission in policy and programme formulation, programme implementation and monitoring


33

PERFORMANCE INDICATORS

• Establishment of 2 fulltime UGC membership positions by December 2012

• Time taken to respond to challenges and introduce timely reforms

• Length in processing time for proposals/requests/appeals, etc.

• Number of reforms and new initiatives introduced into Universities/HEIs - a) administration and management, b) fi nancial management, c) academic planning and management, d) research and innovation and e) extension and community development.

OUTPUTS/OUTCOMES

• An organization capable

of discharging regulatory

functions more effectively and

effi ciently

• Improved capacity to respond

to challenges and move along

with global advancement in

higher education.

• Improved stakeholder and

public perception and

confi dence on UGC

Activity 1.1.1.1 UGC to restructure the secretariat with reassigning and redefi ning duties along with establishment of new administrative/coordinating divisions (Same as Activity UGC 5.1.1.1)

[ for i) Planning and Monitoring, ii) Academic Affairs), iii) Human Resources, iv) Admission, v) General Administration, vi) Research and International Affairs, vii) Finance, viii) Establishment (Personnel), ix) Audit, x) Legal Affairs, xi) Statistics & MIS, xii) Quality Assurance & Accreditation and xiii) Infrastructure Development, and Units, namely i) Human Resources Development (HRDW), ii) External Degrees and Extension Courses (EDEC), iii) Recognition of Degree Awarding Institutions (URDAI)].

Activity 1.1.1.2 UGC, with necessary approval, to create 2 more full time UGC membership positions to provide leadership and guidance on day-to-day basis and engage in planning, implementation, coordination and monitoring

Activity 1.1.1.3 Improve the functional effi ciency of all standing committees and ad-hoc committees


34

OUTPUTS/OUTCOMES

• Improved regulations

and guidelines for Staff

Development at the UGC &

University/HEIs level

• Coordinating unit (HRDU)

and staff training facility (STF)

at the UGC

• Improved coordination of staff

development activities among

UGC and Universities/HEIs

• Training Manuals for

diverse staff development

programmes both at the UGC

and University/HEI level

• Improved technical expertise

and functional capacity of

HRDU & SDCs

• Proactive and performance

oriented work culture of staff

of the UGC and Universities/

HEIs

Activity 1.1.2.1 UGC to develop and issue Policy Framework, Institutional Arrangement, Academic, Administrative and Financial Regulations governing the Staff Development Centers/Units of UGC and Universities and issue to Universities/HEIs(Same as 1.3.2.1)

Activity 1.1.2.2 UGC to establish a Human Resources Development Unit (HRDU) at the UGC to function as the apex cordinating body of all Staff Development activities of Universities/HEIs

Activity 1.1.2.3 UGC to establish a Staff Training Facility (STF) at a suitable location (with assistance from WB-HETC Project).

Activity 1.1.2.4 UGC along with WB-HETC project to strengthen the functional and technical capacity of Staff Development Centers (SDC) of all Universities/HEIs

Activity 1.1.2.5 UGC along with WB-HETC project to design and offer in-service staff training programmes to improve planning, management and monitoring skills of the UGC and University higher management and executive administrative staff through regular continuing education/in-service training

Strategy 1.1.2 Develop competencies of human resources and expertise - at the UGC and conduct periodic monitoring of performance of divisions and staff


35

Activity 1.1.2.6 UGC to adopt a suitable HRM package

to inculcate proactive, performance oriented work culture, and improve ‘house keeping’ and offi ce management practices and then work towards reaching ISO Certifi cation Standards (same as Activity 2.1.1.5 & 5.1.1.5)

Activity 1.1.2.7 UGC to perform annual review of

performance of all Divisions/Units of the UGC Secretariat

• Improved ‘house keeping’ and

offi ce management practices

at the UGC and Universities/

HEIs

• Commencement of annual

review of performance of

Divisions and Department of

the UGC

• Improved productivity of staff

of the UGC and Universities/

HEIs


• New UGC Circular and guidelines issued on Staff Development at UGC &

University/HEI level

• Establishment of HRDU at the UGC

• Establishment of Staff Training Facility (STF) at the UGC

• Number of training manuals prepared at HRDU level in collaboration with

WB-HETC Project

• Number of training manuals prepared at SDC level in collaboration with

WB-HETC Project

• Number of staff development training programmes conducted by HRDU

(in collaboration with WB-HETC Project)

• Number of staff development training programmes conducted at SDC level

• Adoption of suitable HRM package at UGC level

• Number of annual reviews conducted at UGC level


36

STRATEGIES

• Review and update the Universities Act, Ordinances, Establishments

Code and rules and regulations

• Strengthen auditing and monitoring capacity of the UGC

• Strengthen quality assurance and accreditation capacity of the UGC

to drive Internal Quality Assurance (IQA) programmes at the level of

Universities & HEIs and sustain External Quality Assurance (EQA)

programme operated at UGC level

According to the Universities Act No. 16 of 1978 Universities and HEIs have been granted with high degree of autonomy provided they are capable of discharging the responsibilities in prudent and effi cient manner. However, many Universities and HEIs have been found with administrative lapses, ineffi ciencies and leakages and waste of scare state funds. They while recognizing the lapses from their part also claim that they need to have greater autonomy to manage their affairs in an effi cient and effective manner and very often blame UGC for delays, lapses and having more control over their functions. This perhaps stems from certain restrictions imposed by the Act, UGC Establishments Code and associated circulars which may require timely revisions. Further, it is crucial to recognize that there exist many shortcomings in capacities and capabilities of human resources that may contribute to defi ciencies in governance and management of those institutions. Therefore the authorities and powers vested with UGC by the Act and rules and regulations laid down in Establishments Code and guidelines and procedures prescribed in circulars may require regular review and updating to address differences, fi ll the gaps and remove ambiguities and restrictions thus eliminating any room for interpretation. Further, it must the recognized that such regulations should not act as hindrance to progressive improvements in Universities/HEIs. Moreover, the auditing and quality assurance capacity of the UGC and Universities and HEIs must be strengthened to complement the managerial capacity of UGC and Universities/HEIs. It is envisaged that through such reforms combined with progressive human resources capacity building, the Universities & HEIs would be able to function as entities with greater autonomy and effi ciency.

RATIONALE

OBJECTIVE 1.2

To streamline regulations, guidelines, auditing and quality assurance procedures with a view to grant greater autonomy to Universities & HEIs

Strategy 1.2.1 Review and update the appropriate sections of Universities Act, Ordinances, UGC Establishments Code, regulations, establishment circulars, guidelines and procedures - with respect to general administration, academic administration and fi nancial management of universities & HEIs


37

OUTPUTS/OUTCOMES

• A m e n d e d / u p d a t e d

Universities Act of No. 16

of 1978 and subsequent

amendments

• Revised Ordinances

• Revised UGC Establishments

Code of 1984

• Amended or new but fewer

circulars

• Guidebooks and manuals on

administration and fi nancial

management procedures

• Codes of Practice, Conduct

and Ethics

• Improved performance of

Universities /HEIs

Activity 1.2.1.1 UGC to conduct periodical review of the Act, Ordinances UGC Establishments Code, and Circulars and introduce amendments to the Act, Ordinances and UGC Establishments Code as appropriate and formulate new and/or amended circulars and guidelines

Activity 1.2.1.2 UGC to develop manuals/guidebooks/handbooks on important administration, fi nancial management and recruitment, promotion, leave and disciplinary procedures, and academic planning and development procedures

Activity 1.2.1.3 UGC to develop and issue a) University Student Charter, b) Academic Staff Charter, c) Non-academic Staff Charter, d) Citizens Charter and d) Codes of Practice, Conduct & Ethics to all Universities/HEIs


• Completion of the task of bringing amendments to the Universities Act/

Ordinances/Establishments Code by December 2013

• Number of revised and/or new circulars issued

• Number of outdated circulars rescinded

• Number of guidebooks/manuals developed and issued

• Number of Charters and Codes of Practice developed and issued

• Number of audit queries raised by the Government Audits

• Number of issues raised at the COPE

Strategy 1.2.2 UGC to become effi cient monitoring body of governance and management of Universities/HEIs


38


• Number of audit inspections conducted by the UGC audit division

• Number of shortcomings in governance and management reported and

number of remedial measures implemented

• Number of queries raised by Government Audits

• Number of issues raised and judgment given by the Government Audits

• Number of issues raised and judgment given by the COPE

OUTPUTS/OUTCOMES

OUTPUTS/OUTCOMES

• Improved auditing capacity of

UGC

• Improved auditing capacity of

Universities/HEIs

• Improved governance and

management of UGC and

Universities/HEIs

• Improved Quality Assurance

capacity at the UGC and

Universities/HEIs

• Effective UGC Standing

Committee on Quality

Assurance and Accreditaion

Activity 1.2.2.1 UGC to reorganize its Audit Division with redefi ning its role and functions and instituting appropriate formal linkages with Internal Audit Divisions of Universities/HEIs

Activity 1.2.2.2 UGC Audit Division to conduct regular audits of all divisions of UGC and supervise and monitor auditing functions of all Universities/HEIs with respect to management and fi nancial procedures and report to the Commission through the Audit Committee for review and implement remedial measures.

Activity 1.2.3.1 UGC to review and redefi ne the role and Terms of Reference for the UGC Standing Committee on Quality Assurance & Accreditation - to guide and monitor mandatory functions of QAA Council and implement UGC approved Quality Assurance & Accreditation programme

Strategy 1.2.3 Strengthen the quality assurance and accreditation capacity of the UGC to drive Internal Quality Assurance (IQA) programmes at the level of Universities & HEIs and sustain External Quality Assurance (EQA) programme operated at UGC level


39

Activity 1.2.3.2 UGC to develop a policy framework and guidelines, and structure and functions of the Quality Assurance & Accreditation Council of UGC (QAA Council) - with well defi ned Terms of Reference, placing it under a full time Director to vigorously pursue quality assurance and accreditation programmes prescribed by the UGC.

Activity 1.2.3.3 QAA Council in liaison with WB-HETC project to complete the fi rst round of QA Programme by December 2011 - that covers a) external review of institutions and study programmes, b) credit and qualifi cation framework for all major disciplines and study programmes, c) subject benchmark statements for all major study programmes and d) codes of practices for key functions of Universities/HEIs.

Activity 1.2.3.4 UGC to develop procedures and guidebooks for 3 components to be carried out at the second round of Quality Assurance Programme - namely i) internal quality assurance, ii) external review (i.e. more emphasis on process and performance review of study programmes and Universities/HEIs) and iii) accreditation of study programmes.

Activity 1.2.3.5 UGC to develop and issue circular instructions on a) Internal Quality Assurance System, b) External Quality Assurance System (with more emphasis on process and performance review) and c) Accreditation of study programmes and institutions.

Activity 1.2.3.6 QAA Council in liaison with WB-HETC project to commence second round of External and Quality Assurance Programme by early 2012 - with more emphasis on instituting more rigorous and compulsory follow up actions and grant Accreditation for study programmes and universities & HEIs that have reached the stipulated standards

• Completion of fi rst cycle of QA

programmes - External review

all institutions and study

programmes, and preparation

of subject benchmark

statements and credit and

qualifi cation framework

for all study programmes/

disciplines.

• Manuals for a) External

Quality Review (i.e. for Process

and Performance Review), b)

Internal Quality Assurance

System, c) Accreditation

of Study Programmes and

Institutions, d) Postgraduate

Degree Programmes, & e)

External Degrees.

• Effective internal quality

assurance systems (IQAs) in

Universities/HEIs

• Quality assurance system in

place for postgraduate studies


place for external degrees &

extension courses

• Commencement 2nd round

of external quality assurance


40

review with emphasis on

performance and process edit

• Commencement of

Accreditation of selected study

programmes

• Improved teaching and training

and assessment methods

• Improved quality and relevance

of academic programmes

• Improved governess

and management in all

Universities/HEIs


• Number of QA tasks achieved/completed - External Review, Benchmark Statements, Codes of Practices, and Credit and Qualifi cation Framework

• Issue of improved Terms of Reference for UGC/QA Standing Committee

• Issue of UGC circular instructions and guidelines for a)Internal Quality

Assurance Systems, b) External Review, and c) Accreditation

• Issue of Manuals for a) External Quality Review (i.e. for Process and

Performance Review), b) Internal Quality Assurance Process, c) Accreditation

of Study Programmes and Institutions, d) QA procedures for Postgraduate

Degree Programmes, & e) QA procedures for External Degrees/and

Extension Courses.

• Number of organizational reforms instituted in Universities/HEIs

o Internal Quality Assurance Unit (IQA) & Senate Standing Committee

on IQA

o Faculty Quality Assurance Cell and Faculty Board Committee on Quality

Assurance

• Commencement of QA programme for PG Programmes and number of

programmes covered

Activity 1.2.3.7 UGC with WB-HETC assistance to develop introduce acreditation manuals/procedures to Universities/Faculties and proceed with evaluation of study programmes that are cleared by the 2nd round of External Review Process.

Activity 1.2.3.8 UGC to develop with WB-HETC assistance to develop QA procedures for a) External Degrees & Extension Courses and Postgraduate Study Programmes and Postgraduate Institutes/Graduate Faculties

Activity 1.2.3.9 QAAC to implement quality assurance programme for a) Postgraduate Degrees and b) External Degrees and Extension Courses from beginning of 2013.


41

• Commencement of QA programme for External Degrees and Extension

Courses and number of programme covered

• Commencement of 2nd round of External Review (i.e. Process Review

and Performance Review) and number of study programmes / institutes

completed

• Commencement of Accreditation Process and number of study programmes

/ institutes covered and received accreditation

OBJECTIVE 1.3

To improve technical capacity and functional effi ciency of all Uni-versities/HEIs

All universities must have the innate functional and technical capacity and effi ciency with respect to a) general administration, b) fi nancial management, c) staff recruitment, confi rmation and promotion, d) disciplinary procedures, e) academic development and planning, f) career guidance and industrial training, g) staff development, h) research and innovations, i) student welfare and social and ethnic cohesion and harmony and j) extension and social responsibilities. This is in need for both established as well as for newly established universities. Further the Universities/HEIs must be guided to rationalize capital development initiatives and minimize wastage and leakage of scarce resources and funds.

RATIONALE

STRATEGIES

• Introduce structural reforms and visionary leadership into Universities/

HEIs

• Improve technical expertise and professionalism of the staff of

Universities/HEIs

• Improve auditing and monitoring capacity and programmes of

Universities/HEIs

• Establish and strengthen Quality Assurance System in all Universities/

HEIs

Strategy 1.3.1 Review, design and introduce structural reforms and bring in services of visionary competent academics and administrators to assist the higher management and executive offi cers of Universities/HEIs - to engage in strategic planning, management and monitoring of programmes and activities in Universities/HEIs


42

OUTPUTS/OUTCOMES

• Visionary and competent

leadership to drive and

coordinate key functions and

activities

• Greater delegation of duties

and responsibilities


academic and non-academic

staff

Activity 1.3.1.1 UGC to direct all Universities/HEIs to review and restructure the administrative structure of Universities/HEIs with reassigning and redefi ning duties along with establishment of new administrative / coordinating divisions/units, if such divisions/units do not exist for;

a) Planning and Monitoring - to promote - strategic planning and management, in universities

b) Academic Affairs and Quality Assurance - to promote academic development and planning, academic synchronization, inter-faculty resource sharing and courses and degree programmes, and drive & coordinate quality assurance programme.

c) Research and International Affairs, - to promote research and invovations, university-industry linkages, international cooperation, handle foreign students, scholars and visitors, etc.

d) Human Resources Development/Staff

Development (already in place; UGC has already issued a new circular) - to promote in-service staff training in administration, educational technologies and use of ICT tools in blended, student centered teaching and learning

e) External Degrees and Extension Courses – (already in place; UGC has already issued a new circular) – to provide, market-oriented, high quality external degrees and extension courses

f) Career Guidance – (already in place; UGC has already issued a new circular); to provide career guidance services and assist industrial placement programmes


43

g) Information Technology – (already in place in many universities; but reforms are required); to improve the knowledge and competencies of use of ICT by students and staff and to promote adoption of IT-based tools and Management Information System for routine work

h) National Language & English Teaching - to improve competencies of students and staff in National Languages and English

i) Student Support Services and Welfare - (already in place in many universities; UGC has already issued a new circular) to improve effi ciency of delivery of student support services and to optimize student welfare

j) Ethnic Harmony and Social Cohesion – to promote welfare, ethnic, cultural and social cohesion and harmony.

k) Statistics and management Information

system – to collect, collate, analyse and report information using MIS applications and tools

l) Cultural and Aesthetic Affairs – to promote cultural and aesthetic activities (i.e. drama, theatre, art, music, dancing, literary pursuits, etc.) among students and staff

Activity 1.3.1.2 UGC to direct all Universities/HEIs to attract eminent and visionary academics and administrators on contract/assignment/part-time basis to function as consultants / advisors / directors /coordinators to lead and advice important d i r ec to ra tes/uni t s/cente r s/divisions – such as i) Planning and Monitoring, ii) Academic Affairs and Quality Assurance, iii) Human Resources Development, iv) Research and International Affairs, v) External Degree and Extension Courses, vi) Career Guidance Services, vii) Student Support Services and Welfare, vii) Promotion of Ethnic and Social Cohesion and Harmony vii) Statistics and Information, ix) Information Technology

• Improved academic

performance of students

• Improved research and

innovation capacity and output

of staff

• Improved training capacity

in ICT, languages, career

guidance and soft skills


44

Activity 1.3.1.3 UGC to direct all Universities/HEIs to prepare, publish and distribute organizational structure and functions of central administration of Universities/HEIs and duties - for divisions/sub-divisions/units and offi cers/support staff

Activity 1.3.1.4 UGC to prepare and issue guidelines along with circular instructions to all Universities/HEIs to commence performance-based evaluation system for increments and promotions for both academic and non-academic staff

Activity 1.3.1.5 UGC to prepare guidelines along with circular instructions to commence reward/recognition schemes for high performing academic and non-academic staff and students

• Improved capacity to promote

student and staff welfare, and

social and ethnic cohesion and

harmony

• Improved capacity to promote

cultural and aesthetic pursuits

among students and staff


• Number of reforms completed

• Number of diectorates/units/centers/divisions established

• Administrative Guide Books and circulars developed and issued

• Commencement of performance based evaluation system for staff

• Number of welfare activities conducted by Universities/HEIs

• Number of cultural events and aesthetic activities conducted in Universities

/HEIs

• Commencement of reward/recognition system for high performing staff &

students

Strategy 1.3.2 Improve technical expertise and professionalism of the staff of Universities/HEIs - by strengthening staff development and human resource management capacity


45

OUTPUTS/OUTCOMES

• Improved institutional

arrangement of SDCs

• Well defi ned academic,

administrative and fi nancial

regulations for governing and

managing of SDCs

• Improved capacity of SDCs

to conduct continuing

educational programmes for

all categories of staff

• Well designed staff training

manuals and programmes

• Improved capacity and

technical expertise of staff

• Adoption of improved

offi ce management and

‘housekeeping’ practices and

procedures

• Proactive performance

oriented work culture

• Improved allegiance, loyalty

and discipline of staff

Activity 1.3.2.1 UGC to develop and issue Policy Framework on Staff Development in UGC and Universities/HEIs - Institutional Arrangement, Academic, Administrative and Financial Regulations governing the Staff Development Centers & Programmes of UGC and Universities and issue to Universities & HEIs (Same as Activity 1.1.2.1)

Activity 1.3.2.2 UGC and WB-HETC Project to spearhead a programme to reorganize and strengthen Staff Development Centers of all Universities/HEIs – in order to strengthen physical resources and refocus their activities in order to develop the capacity to design and conduct regular in-service training programmes for academic, administrative non-academic and support staff

Activity 1.3.2.3 HRDU/UGC to spearhead a staff development progamme in liaison with SDCs of all Universities/HEIs to provide regular in-service training programmes for all categories of staff – i.e (a) higher management, b) academic staff, c) administrative staff, d) technical staff and e) clerical staff in i) general administrative procedures, ii) fi nancial management procedures, iii) recruitment and promotion procedures, iv) disciplinary procedures and v) planning, plan implementation and monitoring procedures

Activity 1.3.2.4 UGC to direct all Universities/HEIs to adopt a suitable HRM package - to inculcate proactive performance oriented work culture and improve offi ce management in all universities/HEIs

Activity 1.3.2.5 UGC to develop and issue codes of practices, conduct and ethics for Students and Staff - i.e. a) University Student Charter for Students, b) Academic Staff Charter for Academic Staff, c) Non-academic Staff Charter for Non-academic Staff, d) Citizens Charter to all Universities/HEIs and e) Codes of Practice, Conduct and Ethics


46


• Pre- & post-intervention survey of physical resources, training capacity and

performance of SDCs

• Number of training manuals prepared by HRDU/WB-HETC project and

SDCs

• Number of staff training programmes conducted

• Number of academic staff using modern educational technologies and ICT

tools in teaching and training

• Academic performance of students

• Number of incidents of disputes, grievances and non-compliance reported

& resolved

OUTPUTS/OUTCOMES

• Effi cient auditing of

governance and management

of Universities/HEIs

• Improved administrative

and fi nancial management

procedures of universities/

HEIs

• Proper and effective

functioning of Audit &

Management Committees at

the level of Universities/HEIs

Activity 1.3.3.1 UGC to direct Universities/HEIs to reorganize and empower the Internal Audit Divisions - as effective and effi cient monitoring bodies of governance and management

Activity 1.3.3.2 UGC to direct Internal Audit Divisions of all Universities/HEIs to conduct regular audits of Faculties / Department /Centers/ Units - to monitor the management and fi nancial procedures and report to the Governing Council/Boards of Universities/HEIs for review and introduce remedial measures

Activity 1.3.3.3 UGC to develop and issue guidelines and directives empowering Audit and Management Committees of Universities/HEIs to perform its functions effectively with more authority.

Strategy 1.3.3 Improve the capacity and effi ciency of Internal Audit Divisions of all Universities/HEIs - to monitor the governance and management report to the Governing Councils on annual basis


• Number of Universities/HEIs that have introduced reforms into the internal

auditing system

• Number of audit inspections conducted on annual basis


47

• Number of shortcomings in governance and management reported

• Number of queries raised by Government Audits

• Judgment given by the Government Audits

• Number of issues raised by COPE

OUTPUTS/OUTCOMES

• Improved IQA system in all

Universities/HEIs

• Improved governance and

management of Universities/

HEIs

• Improved quality & relevance

of study programme

• Improved research and

innovations output of

Universities/HEIs

Activity 1.3.4.1 All Universities/HEIs to establish and / or strengthen Internal Quality Assurance system – adopt the guidelines issued by the UGC and establish IQA Units at University & HEI level and IQA Cells at faculty level and implement IQA procedures

Activity 1.3.4.2 All Universities/HEIs to submit the institutions and all study programmes for the 2nd round of external review (i.e. Process and Performance Review)

Activity 1.3.4.3 All Universities/HEIs voluntarily to submit study programmes and institutions for accreditation – either to QAA Council or Accreditation Councils of professional bodies


• Number of Universities/HEIs established fully functional IQA system

• Number of study programmes and institutions subjected to 2nd round of

External Review

• Number of study programmes and institutions submitted for accreditation

• Employment rate of graduates

• Position secured in the university ranking order

Strategy 1.3.4 Establish and strengthen Quality Assurance System in all Universities/HEIs – to promote quality culture, improve governance and management, improve academic management and research and innovations outputs

Enhance the Effi ciency of Financial Disbursement and Accountability Corporate Plan 2011 - 2015 University Grants Commission

49

Goal 2Enhance the Effi ciency of Financial Disbursement and Accountability of the use of the funds voted by Parliament as well as from other sources (foreign and earned) in respect of university education

The second goal is to improve the capacity of the UGC to become technically capable, effi cient and effective regulatory body for fi nancial planning, apportionment/allotment of funds to and monitoring of disbursement by Universities/HEIs. Similarly, it is envisaged the capabilities of Universities/HEIs must be strengthened to engage in fi nancial planning on rational basis and to use state funds in most prudent, transparent and yet in speedy manner. Further the fi nancial rules and regulations governing income generation activities by the Universities/HEIs are to be streamlined in order to promote Universities/HEIs to engage in income generating activities and thereby reduce gradually the dependency on state funds.

CONTEXT

OBJECTIVES

Objective 2.1 To improve the capacity of UGC in fi nancial planning, apportionment and monitoring

Objective 2.2 To improve capacity of Universities/HEIs in fi nancial management with required transparency, accountability and effi ciency.

Objective 2.3 To reduce the resource gap by facilitating the Universities/HEIs to become entrepreneurial Universities/HEIs to engage in income generating activities.


50

STRATEGIES

• Intitute organizational reforms into the UGC Finance Division

• Review and revise fi nancial management procedures

• Regular supervision and monitoring of fi nancial disbursement by

Universities/HEIs

• Human resource capacity building

• Promotion of proactive and performance oriented work procedures and

culture

The Treasury and the UGC have often been blamed for some of the shortcomings and defi ciencies in Universities/HEIS. Further, the many university staff, particularly academics tends to perceive that the fi nancial rules and regulations are too restrictive and cumbersome, and outdated, hence caused painstaking and frustrating delays in procurement of consumables, equipment and sundries and also disbursement of funds. Perhaps this stems from shortcomongs and undue restrictive procedures adopted or practiced by offi cers and staff in fi nance divisions of UGC and Universities/HEIs. In order to overcome the above mentioned shortcomings and defi ciencies, the following strategies and activities will be pursued.

RATIONALE

Activity 2.1.1.1 Review the existing structure, functions and performance of the UGC Finance Division – and if necessary introduce structural reforms to ensure greater division of labour for planning, apportionment and monitoring.

Activity 2.1.1.2 Review of existing fi nancial management procedures and related circulars - and if necessary streamline procedures and circulars with respect of annual fi nancial planning, developing funding and fund disbursement criteria.

OUTPUTS/OUTCOMES

• More appropriate

organizational arrangement at

the UGC Finance Division

• Clear and unambiguous

fi nancial disbursement

procedures

OBJECTIVE 2.1

To improve the capacity of UGC in fi nancial planning, apportionment and monitoring

Strategy 2.1.1 Institute reforms into the organizational structure of the UGC Finance Division, review and revise fi nancial management procedures and develop proactive and performance oriented work procedures and culture


51

Activity 2.1.1.3 UGC to conduct regular supervision and monitoring of fi nancial management of Universities/HEIs - and facilitate release of allotted funds from the Treasury on regular and speedy manner.

Activity 2.1.1.4 Finance Division of UGC in liaison with HRDU of UGC and WB-HETC to design and conduct in-service training programmes - for all offi cers of the Finance Divisions of UGC, Universities/HEIs

Activity 2.1.1.5 Adoption of a suitable HRM package to inculcate proactive, performance oriented work culture - and improve ‘house keeping’ and offi ce management procedures


• Number of reviews conducted and reforms introduced

• Number of regulations revised/amended

• Number of audit queries

• Audit opinions

• Number of issues raised by COPE

• Prudent use of state funds

• Improved human resources

capacity in fi nancial

management

• Proactive, performance-based

work culture and improved

‘house keeping’ procedures

and practices

• Contended workforce


52

STRATEGIES

• Review and introduce reforms into the organizational structure of the

Finance Divisions of Universities/HEIs

• Review and revise fi nancial management procedures

• Improve fi nancial management capacity and effi ciency through staff

training

• Develop proactive and performance oriented work culture

Conventionally, fi nancial planning in Universities/HEIs is often done on historical experiences or on the basis of past expenditure patterns. Moreover, the Universities/HEIs appears to be having very faint understanding on the manner the state is providing funds amidst competing national priorities. In this scenario, many Universities/HEIs have failed to control spending on some recurrent expenses (i.e. for utilities, sundry items, overtime, etc.). Further, in many instances, Universities/HEIs tend to embark on massive, unaffordable infrastructure development projects on ill conceived justifi cations. The UGC too has adopted a lezzy-faire approach in submitting estimates to the Treasury for the university sector, relying purely on submissions forwarded by Universities/HEIs prepared mostly on the basis of historical experience or past expenditure patterns. Moreover, there has not been much emphasis on placing responsibility and accountability on Universities/HEIs in fi nancial planning, disbursement and monitoring. There has always been a confl ict between academic staff and the staff of Finance Divisions as regard to procedures adopted for the utilization of research funds. Many academics and technical offi cers tends to perceive that the fi nancial rules and regulations currently in effect are too restrictive, cumbersome, and outdated and hence caused painstaking and frustrating delays in procurement of consumables, equipment and sundries and also disbursement of funds. Perhaps this stems from shortcomings of procedures and/or undue restrictive procedures adopted or practiced by offi cers and staff in Finance Divisions of UGC and Universities/HEIs and also due to inadequate understanding by academics and the technical staff of the regulations relating to fi nancial disbursement. This has, however led to dampening of enthusiasm of academic staff to engage in and research and development income generating activities. In order to overcome the above mentioned shortcomings and defi ciencies, the following strategies and activities will be pursued.

RATIONALE

Strategy 2.2.1 Institute reforms into the organizational structure of the Finance Divisions of Universities/HEIs and improve fi nancial management capacity and develop proactive and performance oriented work culture

OBJECTIVE 2.2

To improve capacity of Universities/HEIs in fi nancial management with required transparency, accountability and effi ciency


53

OUTPUTS/OUTCOMES

• More appropriate

organizational arrangement

for University/HEIs Finance

Divisions

• Clearly laid down and

unambiguous fi nancial

management procedures

• Prudent use of state funds by

Universities/HEIs level

• Improved human resources

capacity in fi nancial

management

• Proactive, performance-based

work culture and improved

‘house keeping’ procedures

and practices

• Contended workforce

Activity 2.2.1.1 UGC to initiate reforms into all fi nancial management in Universities/ HEIs - review the existing structure of fi nance divisions of and procedures those that are to be followed by universities/HEIs and introduce reforms, if required to entrance the capacity of them to engage in fi nancial planning, disbursement and monitoring.

Activity 2.2.1.2 Staff Development Centre of all Universities/HEIs in liaison with HRDU of UGC design and conduct staff training programmes - on fi nancial management, procurement and inventory control procedures for academic and non-academic staff

Activity 2.2.1.3 All Universities/HEIs introduce a

suitable HRM package to inculcate proactive, performance oriented work culture - and improve ‘house keeping’ and offi ce management procedures for central administration and for units (faculties, institutes, centers, units, etc)


• Number reviews conducted and reforms introduced


• Number of staff development programmes conducted

• Number of research grants secured

• Number of research grants completed succesfully

• Number of audit queries

• Audit opinions

• Number of issues raises by COPE


54

The state Universities/HEIs, albeit the opportunities available for income generation to complement limited state funds, have not taken much active efforts in doing so owing to ambiguity of rules and regulations governing income generating activities. Most often, the guidance and advice in this regard coming from offi cers of the fi nance divisions are too restrictive and most instances are faulty. In spite of such shortcoming, the auditing mechanisms in respective universities are very prompt to raise quarries and therefore, most academics do not want to run into the risk of being questioned by Internal and Government Audits. Further, most academics are in the belief that there are no dividends for themselves or departments, or faculties for such cumbersome and risky undertakings. In order to overcome the above mentioned shortcomings and defi ciencies, the following strategies and activities will be pursued.

RATIONALE

STRATEGIES

• Institute appropriate fi nancial management and monitoring procedures

related to income generation and disbursement

• Staff training on managing income generating projects/activities

OUTPUTS/OUTCOMES

• More appropriate and clear

fi nancial management

procedures for income

generating activities

• Clear and unambiguous

fi nancial disbursement

procedures

Activity 2.3.1.1 UGC in liaison with the Treasury review and develop new fi nancial management regulations, guidelines and budgeting formats - specifi c for income generation activities (i.e. fee-levying degree/diploma / certifi cate level training programmes, consultancies, contract research programmes, etc.) and disbursement procedures and print and issue to all Universities/HEIs.

OBJECTIVE 2.3

To reduce the resource gap by facilitating the universities to become entrepreneurial universities to engage in income generating activities.

Strategy 2.3.1 Institute appropriate fi nancial management and monitoring procedures related to income generation and disbursement


55



• Number of income generating activities/programmes commenced

and/or completed

• Annual turnover through income generating activities

• Percentage contribution to total annual budget from earned incomes

Activity 2.3.1.2 UGC Finance Division in liaison with HRDU and SDCs, Internal Audit Division of UGC and Universities/HEIs to conduct training for of Staff - of Finance Divisions of Universities/HEIs and academic and technical staff and of all universities/HEIs on managing income generating/consultanc y/sel f - f inancing activities

• Contended university staff

• Earned funds to supplement

state funds which are limiting

in quantity

• Reduced resource gap

Improve Quality and Relevance of Academic Programmes and Research and Innovations OutputsCorporate Plan 2011 - 2015 University Grants Commission

57

GOAL 3 Improve Quality and Relevance of Academic Programmes and Research and Innovations Outputs of Universities and HEIs

Universities/HEIs have two central functions. First and foremost function is to train young and women to produce graduates with wisdom and knowledge and competency in a chosen fi eld of profession, discipline or study stream along with wide array of ‘generic’ or ‘soft’ skills required for the ‘world of work’. The other key function is to function as ‘centres of excellence’ for generating intellectual discourse on social, economic and political issues of national and global relevance and generating new knowledge and innovations required to maintain competitive advantage in science and technology capacity of the country.

Our Universities/HEIs appear to have failed in both tasks to satisfy the public expectations. Therefore, the third strategic goal has two broader aims. First aim is to improve standards, quality and relevance of academic study programmes, both at undergraduate and postgraduate level. Second aim is to improve the capacity of Universities/HEIs to increase outputs of postgraduate research degrees and research and innovations.

The fi rst aim is to be accomplished by bringing progressive changes and improvements in many fronts. The most important elements that are in need of improvement are a) loyalty and allegiance of academics and non-academic staff to the institutions and their careers, b) capacity and commitment of academic and academic support staff for their core functions, c) capacity of universities to regularly update the curricula and d) capacity to adopt student-centered and modern teaching, training and assessments methods. The second aim is to be archived though developing regulatory framework and guidelines, bench marks and recognition and rewards schemes and by providing critical funding for research, fellowships, and national and international cooperation and partnerships.

CONTEXT

OBJECTIVES

Objectives 3.1 To improve loyalty, allegiance and commitment of academic staff and quality culture within Universities/HEIs

Objective 3.2 To improve quality of curricula, teaching and training methods, learning support services and learning environment

Objective 3.3 To improve the capacity of Universities/HEIs to provide adequate training on ‘generic skills’ to all undergraduates

Objective 3.4 To promote inter-faculty and inter-university cooperation and resource sharing

Objective 3.5 To improve research and innovation output of Universities/ HEIs


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The standards and quality of study programmes and extent of research and innovation outputs are essentially depend on the loyalty, allegiance, commitment and capacity and quality consciousness of the teaching staff coupled with the commitment and urge of the staff and student to excel in academic and intellectual pursuits . Therefore, efforts will be made to bring forth and sustain an academic community in all Universities/HEIs who are up to date with all required knowledge, competent and committed to their assigned duties, loyal to the institution, quality conscious and aspiring to be the best in teaching, training and research and innovations. Further, the students who arrive at the university must have the thirst for knowledge and skills and urge to excel and craving to succeed in their lives. The value of continuous improvement of quality and relevance of study programmes must be inculcated in the minds of academics and academic support staff and hence the concept of quality culture must be established and fostered in all Universities/HEIs. The work output of the academic staff must be monitored, measured, appreciated, recognized and rewarded. Moreover, the internal and external quality assurance procedures must be further strengthened and make all universities to submit their study programmes for regular review. Further, all programmes must be encouraged to seek accreditation from recognized authorities. Considering the above and the need of a multi pronged approach, the following strategies and activities are proposed to achieve this strategic goal.

RATIONALE

OBJECTIVE 3.1

To improve loyalty, allegiance and commitment of academic staff and inculcate quality culture within Universities & HEIs

STRATEGIES

• Continuous engagement in human capital building through provision of

continuing education on administration, education technology and ICT

applications

• Introduction of performance-based evaluation and reward system

• Foster best practices, norms and ethics among students and staff

• Rigorous enforcement of quality assurance and accreditation procedures

Strategy 3.1.1 Continuous engagement in human capital building and adoption of sound codes of practice and ethics and performance-based evaluation and reward systems


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OUTPUTS/OUTCOMES

• Academic staff who are loyal

to the institution, committed

to their duties and quality

conscious and aspiring to be

the best

• Academic, academic support

staff, non-academic staff and

students adhering to codes of

practice and uphold norms

and ethics

• Motivated and duty conscious

work force

Activity 3.1.1.1 SDCs of all Universities/HEIs in liaison with HRDU of UGC to design and offer training programmes for the academic staff - on a) general and fi nance administration, b) education technology and c) use of ICT tools and techniques for academic teaching, training and learning (Linked at Activity 1.1.2.5)

Activity 3.1.1.2 All Universities / HEIs to adopt Charters, Codes of Practice and Ethics for Students and Staff issued by the UGC - i.e. University Student Charter for Students, b) Academic Staff Charter for Academic Staff, c) Non-academic Staff Charter for Non-academic Staff, d) Citizens Charter and e) Codes of Practice, Conduct and Ethics (Linked to Activity 1.2.1.3)

Activity 3.1.1.3 All Universities/HEIs to adopt and implement UGC guidelines and circular instructions to performance-based evaluation - for granting increments and promotions for both academic and non-academic staff (Linked to Activity 1.3.1.4)


• Types and number of staff development programmes that have been

conducted at University/HEIs level

• Full implementation by Universities/HEIs, the Charters and Codes of

Practice, Conduct and Ethics issued by the UGC

• Commencement of adoption of performance-based evaluation scheme for

academics and non-academic staff for increments, promotions and rewards

Strategy 3.1.2 Strengthening and enforcement of the Total Quality Improvement (TQI) System within Universities/HEIs.


60

OUTPUTS/OUTCOMES

• Fully functional TQI systems

in all universities & HEIs

• Establishment of quality

culture within Universities &

HEIs


of academic programmes


academic and academic

support staff

• Accreditation of study

programmes and Universities/

HEIs

Activity 3.1.2.1 All Universities/HEIs to establish Internal Quality Assurance (IQA) Mechanisms – that is establishment of IQA Unit at University/HEI level, appointing Senate Standing Committee on Quality Assurance, establishment of IQA Cells at Faculty Level, appointing Faculty Board Committee on Quality Assurance and commencement of regular internal review of institution and faculties and departments, & study programmes (i.e. adopt circular instructions, manuals and guidelines on IQA system issued by the UGC; Linked to Activity 1.2.3.5).

Activity 3.1.2.2 All Universities/HEIs to submit their institutions and all study programmes periodically for the External Review - conducted by the QAAC at periodic intervals and take steps to implement recommendations coming out from such reviews (Linked to Activity 1.2.3.6).

Activity 3.1.2.3 All Universities/HEIs to adopt annual performance-based evaluation and commence reward / recognition scheme for high performing students, academics and academic support-staff - based on performance evaluation reports (Linked to Activity 1.3.1.5) .

Activity 3.1.2.4 All Universities/HEIs and all study programmes to seek accreditation - from the QAAC or from a suitable accrediting agency (Linked to Activity 1.2.3.5)


• Number of Universities/HEIs that have established IQA systems and IQA

programmes

• Number of study programmes and Universities/HEIs submitted for 2nd

round of EQA s

• Number of Universities/HEIs that have adopted reward /recognition

schemes

• Number of Universities/HEIs and study programmes that have submitted

and obtained accreditation


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OBJECTIVE 3.2

To improve quality of curricula of study programmes, teaching and training methods, learning support services and learning environment

Universities should be able to keep up with the task of fulfi lling graduate and postgraduate-level trained human resource needs of the country while catering for the aspirations of those who are seeking higher education. This task primarily lies in the hands of universities and faculties which are responsible for training students for specifi c fi elds of studies leading to undergraduate and postgraduate degrees/qualifi cations. In order to ensure continuous improvement of this, the universities must establish mechanisms to revise and improve curricula in regular manner to match the training with market needs, and build and improve learning resources, adopt appropriate and up to date, effective training methods and assessment and evaluation procedures. Further, the students must be guided closely in their academic pursuits and provide them with an environment conducive for learning, cultural and easthetic pursuits, and sports and leisure activities. Learning must create excitement within young men and women by energizing their young minds and developing creativity and talents, particularly in sports, art, culture, drama, music, etc. Hence, the universities should function as centers of excellence for inculcating a craving for pursuing and appreciation of literature, art, drama, music and promoting ethnic harmony and social cohesion among undergraduates.

All of the above task requires the UGC and Universities/HEIs to become quality conscious and thus establish internal mechanisms to engage in regular monitoring of the needs and aspirations of undergraduates and prospective employers and trends in employment market and to make timely changes in study programmes and commence new degree programmes to cater for emerging needs. Thus the universities and faculties/departments should posses the capacity and mechanism to regularly update the curricula, adopt student-centered and modern teaching and training methods and assessments and provide environment conducive for academic pursuits and promote aesthetic and cultural pursuits. Therefore, this goal is to be accomplished by pursuing the following strategies.

RATIONALE

STRATEGIES

• Build institutional capacity for academic development and planning

• Improve teaching, training, learning and evaluation methods

• Improve learning resources and environment

• Improve student academic counseling, welfare and support services

• Improve facilities for cultural and aesthetic pursuits

• Promote greater ethnic harmony and social cohesion


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OUTPUTS/OUTCOMES

• Up to date information on labor

markets status and trends and

quality of graduates.

• Enhanced institutional

capacity for academic

development and planning

• Regular review, monitoring

and updating of academic

study programmes

• Up to date regulations and

guidelines on planning new

study programmes

Activity 3.2.1.1 UGC to establish a ‘Labor Market Observatory’ within the Division of Statistics and MIS of the UGC – to assess quality and performance of graduates and assess the current and emerging human resource needs and disseminate such information for Universities/HEIs.

Activity 3.2.1.2 UGC to issue circular instructions to all universities to establish a i) Senate Standing Committee called “Academic Development and Planning”, ii) Directorate/Division/Unit of Academic Affairs, and iii) all Faculties to establish Curriculum Development Committees - (if these are not in place) which will facilitate design, development and internal evaluation of proposals related curriculum revisions, new courses, new degree programmes, establishment of new departments/faculties, etc. and drive and coordinate internal quality assurance programme and liaison with QAAC of the UGC and other accrediting bodies.

Activity 3.2.1.3 UGC through the respective Standing Committees to regularly review study programmes and develop and issue guidelines for planning new study programmes - with respect to a) structure of study programmes, b) labeling of degree programmes, c) credit and qualifi cation framework and d) pre-requisites or requirements to be fulfi lled in designing of new degree programmes /proposing departments/ faculties and e) UGC evaluation and approval procedures of such proposals

Activity 3.2.1.4 UGC through the Standing Committees to monitor quality and relevance of all study programmes of Universities/HEIs in every 5 years - to assess demand, review scope and

Strategy 3.2.1 Improve the capacity of Universities/HEIs to engage in continuous academic programme development, planning and monitoring


63

if necessary re-focus, restructure of degree programmes (with respect to foundation, core and supplementary sub-programmes) and teaching, training and evaluation methods and design and implement appropriate reforms/improvements.

Activity 3.2.1.5 UGC (through the PG Standing Committee) to review the status of PG study and research programmes conducted by Faculties of Postgraduate Studies (FPGS)/Faculties/PG institutes (PGIs) and develop and issue Policy Framework and Guidelines - for conducting PG Study Programmes by FPGS, Faculties & PGIs (similar to what has been done for EDP-ECs, Staff Development, Career Guidance, etc’).

OUTPUTS/OUTCOMES

• Improved guidelines for

evaluation procedures of

proposal from Universities/

HEIs at the UGC level

Strategy 3.2.2 Promote student-centered learning by improving teaching resources, teaching and learning methods, assessment methods and learner support services

OUTPUTS/OUTCOMES

• Adoption of student-centered

learning

• Availability of and enhance

access to student-centered

learning material and resources

Activity 3.2.2.1 SDCs of all universities to offer training programmes on education technology in partnership with HRDU of UGC – curricular development, course content development lesson planning, learning resources development, teaching and training methods, assessments methods, ICT tools and techniques and their applications in higher education (Linked to Activity 1.3.2.2 & 1.3.2.3).


• Establishment of Labor Market Observatory at the UGC

• Establishment of Senate Standing Committee for Academic Development

and Planning in Universities/HEIs

• Establishment of Directorates/Divisions/Units of Academic Affairs in

Universities

• Establishment of Curriculum Development Committees in all Faculties

• Number of review workshops conducted and reports submitted by Standing

Committees

• Number of improved guidelines and circulars issued on academic

development and planning by the UGC


64

Strategy 3.2.3 Improve availability and access to academic teaching and training facilities, resources, and learning environment - common amenities such as residential facilities, health-care functions, libraries and, IT Centers/Units, Career Guidance Units, Students Centers, sports facilities, cultural centers, cafeteria, rest rooms, etc.


• Number of raining programmes conducted by SDCs on education technology

• Number of learning material and resources produced – material and resources

in print, computer-based, and online forms.

• Number of universities/study programmes introduced student academic

and career counseling and tutorial services

• Number universities/study programmes introduced the use of student

feedback and peer review for improving teachers competencies and

commitment

Activity 3.2.2.2 All Universities/HEIs to promote academics to develop teaching & learning material and resources - i.e. in print, computer-based, on-line material, etc) to facilitate student-centered learning.

Activity 3.2.2.3 All universities to strengthen academic and career counseling and tutorial services for students (Linked to Activity 1.3.1.1)

Activity 3.2.2.4 All universities to commence use of student feed-back and peer review as methods to improve teaching and training competencies of academic staff – as a component of IQA system ((Linked to Activity 1.2.3.5).

• Adoption, up to date, effective

teaching and learning methods

for undergraduate and

postgraduate teaching and

training

• Establishment of student

academic and career

counseling and tutorial

services

• Adoption of use of student

feedback and peer review

for improving teachers’

competencies and commitment

• Improved academic

performance of students


65

OUTPUTS/OUTCOMES

• Improved access academic

learning resources

• Improved learning

environment

• Improved infrastructure

facilities

• Improved student liaison and

welfare services

• Aesthetically pleasing,

culturally enriching, and

rewarding environment for

intellectual pursuits

Activity 3.2.3.1 UGC Infastructure development Division under the guidance of Committee on Infrastructure Development to develop and issue standards and norms - for developing infra-structure facilities of Universities / HEIs and develop and adopt criteria and evaluation procedures of infrastructure proposals submitted by Universities/HEIs

Activity 3.2.3.2 UGC and Universities/HEIs jointly to develop infrastructure master plans for infrastructure development programmes & projects and seek local and foreign funds to improve infrastructure facilities in all universities - while giving due priority for newly established Universities and Universities established in North and Eastern provinces to develop laboratory facilities, lecture theatres, library facilities, sports facilities, IT infrastructure facilities, cultural facilities, hostel and cafeteria and welfare facilities.

Activity 3.2.3.3 All Universities/HEI to establish

Directorates/Divisions/Units for Student Liaison and Welfare - in order to optimize students conseling and, and welfare and to ensure students’ grievances are addressed in speedy manner (Linked to Activity 1.3.1.1).

Activity 3.2.3.4 All Universities/HEIs take actions to improve common amenities – residential and heath care facilities, library, IT, and career guidance services, and facilities for sports, aesthetic and cultural pursuits


• Number of infrastructure master plans prepared

• Number of infrastructure development projects submitted, approved and

funded

• Establishment of Directorates/Divisions/Units of Student Liaison and

Welfare

• Number of new hostel projects commenced

• Percentage of students provided with hostel accommodation


66

• Number of university health care services/centers established/strengthened.

• Number of student/cultural Centers established/strengthened

• Number of sports facilities expanded/strengthened

• Number of libraries strengthened

• Number of IT facilities established and/or strengthened

• Number of Career Guidance Units strengthened and number of CG

programmes undertaken per year by the respective CGUs

OBJECTIVE 3.3

To improve the capacity of Universities/HEIs to provide adequate training on languages, communication and ICT and ‘generic skills’ to all undergraduates

The modern day graduates require to possess not only adequate knowledge and skills in a chosen discipline or branch of learning or profession but also in a wide range of generic skills (i.e. communication skills, English language skills, ICT skills, interpersonal skills, sport talents, aesthetic and literary skills, etc.). They should be able to relate their core and non-core knowledge and competencies and generic skills to their work places. Further, the graduates coming out from universities must be socially conscious and responsible and possess initiative, judgment, determination and leadership.

Therefore, UGC will develop and issue policy framework and guidelines and circular instructions on a) policy framework, b) institutional organizational structure and governance and management, c) human resources, d) teaching and learning resources and methods and e) operational procedures for providing training and learning opportunities to acquire and master a wide array of essential ‘generic’ skills in order to ensure that all graduating students are socially conscious and responsible and would possess adequate knowledge, competencies in languages, communication, application of ICT, ‘soft’ skills, etc. The organizational requirement for undertaking the above tasks are dealt under Activity 1.3.1.1 of Objective 1.3 of Goal 1 and Universities/HEIs shall take determined efforts to implement reforms that are to be initiated by the UGC

RATIONALE

STRATEGIES

• Strengthen institutional capacity for teaching English, ICT and ‘soft’ skills

• Streamline recruitment procedures for recruiting academic support staff

for teaching English, ICT and ‘soft’ skills

• Provide adequate funds to foster English, ICT and ‘soft skills’ development


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Strategy 3.3.1 Universities/HEIS to develop and sustain conducive environment and acquire the capacity to design and offer training programmes of high quality and relevance on a) English, b) ICT, c) Student Counseling and Career Guidance, d) ‘Industrial’ Training and e) Social, Ethnic and Cultural Fluency and Harmony

OUTPUTS/OUTCOMES

• Improved institutional capacity

for teaching Languages,

Communication and ICT skills

and ‘soft’ skills

Activity 3.3.1.1 UGC to improve capacity of universities and HEIs in teaching and training of English - UGC through the respective Standing Committee to develop policy framework and guidelines and circular instructions on a) policy framework, b) institutional organizational structure and governance & management, c) human resources, d) teaching and learning resources and methods and e) operational procedures for teaching and training of English (Linked to Activity 1.3.1.1)

Activity 3.3.1.2 UGC to improve capacity of universities and HEIs in teaching and training of ICT - UGC through the respective Standing Committee to develop policy framework and guidelines and circular instructions on a) policy framework, b) institutional organizational structure and governance & management, c) human resources, d) teaching and learning resources and methods and e) operational procedures for teaching and training of ICT(Linked to Activity 1.3.1.1)

Activity 3.3.1.3 Universities/HEIs to enhance capacity to provide services and training Career Guidance and Student Counseling - UGC through the respective Standing Committee to develop policy framework and guidelines and circular instructions on a) policy framework, b) institutional organizational structure and governance & management, c) human resources, d) teaching and learning resources and methods and e) operational procedures for providing training on student counseling and career guidance (Linked to Activity 1.3.1.1)


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OUTPUTS/OUTCOMES

Activity 3.3.1.4 Universities/HEIs to provide compulsory Industrial Placement /in-plant training for undergraduates of relevant study programes - UGC through the respective Standing Committee to develop policy framework and guidelines and circular instructions on a) policy framework, b) institutional organizational structure and governance & management, c) human resources, d) teaching and learning resources and methods and e) operational procedures for providing Industrial Placement /in-plant training for undergraduates of relevant study programmes (Linked to Activity 1.3.1.1)

Activity 3.3.1.5 UGC to improve the capacity of universities and higher educational institutions/institutes to promote ethnic harmony & cohesion - UGC through the respective Standing Committee to develop policy framework and guidelines and circular instructions on a) policy framework, b) institutional organizational structure and governance & management, c) human resources, d) teaching and learning resources and methods and e) operational procedure for promoting ethnic harmony & social cohesion (Linked to Activity 1.3.1.1)

Activity 3.3.1.6 UGC to review and issue guidelines and procedures on the cadre requirements and recruitment procedures for academic/ academic support staff - for teaching English, ICT, career guidance and soft skills and amend recruitment criteria to facilitate recruitment of suitable academic/ academic support staff ((Linked to Activity 1.3.1.1)

Activity 3.3.1.7 UGC to allocate funds to support

a) career guidance programmes, b) industrial training programmes and c) social and cultural pursuits

• Streamlined recruitment

procedures for recruiting

academic/academic support

staff for teaching English, ICT

and ‘soft’ Skills

• Well rounded graduates,

equipped with core and non-

core competencies

• Aesthetic and cultural

renaissance in Universities/

HEIs


69


• Issue of new policy framework and guidelines for – teaching English,

ICT, and Career Guidance and student counseling , conducting Industrial

Placement Programmes and, promoting aesthetic and cultural pursuits

• Number of reforms initiated by Universities/HEIs

• Issue of circular on recruitment on academic/ academic support staff – for

English, ICT, Career Guidance, etc

• Number of aesthetic, cultural and social events conduced annually by

Universities/ HEIs

OBJECTIVE 3.4

To promote inter-faculty and inter-university cooperation and resource sharing

The conventional approach in university education has been to provide training to undergraduates in a highly compartmentalized environment. The streaming is done very early while the students are still pursuing general education and they are compelled to remain in compartmentalized streams through out the secondary school and until they graduate from universities. There is no opportunity for moving laterally in search of academic pursuits of their interests. At the university too there is hardly any inter-faculty cooperation and resource sharing in this prevailing conventional teaching and training mode. Most of the study programmes lack the interdisciplinary fl avour. Graduates trained in mono-disciplinary environment lack the competitive advantage at the market place as they are looking for a job to match their academic transcripts. But the today’s employers look for graduates who are intelligent and who possess energy, tact, initiative to join their organizations and then to direct their knowledge to an assigned task while providing opportunities for them for the on-the-job training and opportunities for post-recruitment specialization.

It is imperative that a paradigm shift in the governance and management of our academic institutions is urgently required to break tight boundaries that exist around faculties and disciplines and to promote lateral mobility of undergraduates across science, liberal arts, humanities and management and commerce streams. This arrangement will allow the student to carry a ‘basket of knowledge’ to which they chose and pick optional courses from other disciplines to complement their chosen degree programme. These programmes could be truly complementary to their core programmes. For example, science-based students could have the option of taking introductory courses in humanities and social scenes while undergraduates in liberal arts and humanities could select courses on mathematics, statistics, IT and computational skills, etc. Such multidisciplinary fl avour to study programmes certainly promote the outlook of the graduates and would invariably increase their marketability and employability. Further, such multidisciplinary approach will certainly promote acquisition of wide array of core and non-core competencies and

RATIONALE


70

generic skills which are required to produce well rounded graduates who could take up challenges and undertake any tasks coming on their way.

It is conceivable that inter-faculty cooperation could also be extended to develop inter-faculty degree programmes and select students for such inter-faculty programmes from both GCE A/L level Arts and Science streams. This could further be extended to inter-university programmes, particularly creating a window for students of faculties/study programmes in resource-defi cient universities. Further, such training will certainly increase the lateral mobility of graduates once they get into competitive world of work and to select the best career pathway suitable for them. However, inter-faculty and inter-university cooperation among faculties within universities and among universities certainly requires tight synchrony of academic calendars across and within universities, and uniform credit currency scheme, among many other things.

Strategy 3.4.1 Design and introduce regulatory framework conducive to increase lateral mobility of undergraduates among faculties/universities

OUTPUTS/OUTCOMES

• Regulatory framework for

credit and qualifi cation

framework and common credit

currency scheme

• Greater inter-faculty and inter-

university resource sharing

Activity 3.4.1.1 UGC to design and introduce regulatory framework, credit and qualifi cation framework and common credit currency scheme to promote lateral mobility of students among non-professional degree programmes such as Agricultural Sciences, Natural and Applied Sciences, Management and Commerce and Liberal Arts and Humanities - UGC through the respective Standing Committees to develop i) pre-requisites, ii) uniform credit and qualifi cation framework, iii) common credit currency scheme and iii) standard teaching and training, and evaluation methods

STRATEGIES

• Design and introduce regulatory framework for uniform credit and

qualifi cation framework and credit currency scheme

• Synchronize the academic calendars across faculties and universities

• Establish university level coordinating mechanism to facilitate inter-

faculty and inter-university academic cooperation, resource sharing and

credit transfer


71

Activity 3.4.1.2 UGC to develop and issue policy framework and guidelines for resource sharing and offering multidisciplinary inter-university study programmes - through respective Standing Committees and Quality Assurance Council

• Provision for inter-faculty and

inter-university credit transfer


• Issue of regulatory framework credit and qualifi cation framework and

common credit currency scheme

• Commencement of academic circular synchronization across faculties and

universities

• Commencement of inter-faculty and inter-university degree programmes

and credit transfer

• Extent of resource sharing among faculties and universities

• Number of multidisciplinary, inter-faculty and inter-university degree

programmes designed/approved/launched

Strategy 3.4.2 Synchronize academic calendars within universities and across universities to increase lateral mobility of undergraduates among faculties/universities

OUTPUTS/OUTCOMES

• Synchronized academic

calendars across faculties and

universities

• University level coordinating

mechanism to facilitate inter-

faculty, inter-disciplinary

cooperation and design and

offer multidisciplinary study

programmes

• Enhanced resource sharing

among faculties and

universities

Activity 3.4.2.1 UGC in close liaison with Universities/HEIs work towards achieving synchrony in academic calendars - so as to provide the platform required to work towards lateral mobility of students among faculties and universities.

Activity 3.4.2.2 UGC to issue guidelines to

establish university level academic coordinating mechanism for - a) to handle common academic calendar among faculties, b) to prepare common academic calendar for the university, course catalogues and c) to implement credit transfer scheme (Linked to Activity 3.2.1.2).


72


• Issue of regulatory framework for academic calender synchronization, inter-

faculty and inter-university degree programmes and credit transfer

• Commencement of synchronize academic calendars across faculties and

universities

• Establishment of University level coordinating mechanism to facilitate inter-

faculty and inter-university academic cooperation

• Extent of resource sharing among faculties and universities

• Number of multidisciplinary, inter-faculty and inter-university degree

programmes designed/ approved/ launched.

Research and innovations in universities require multipronged approach. It needs institutional leadership, both at the UGC and University/HEI level. Secondly, it requires continuous funding from reliable funding sources. Thirdly, it requires an institutional environment conducive to engage in research and innovations. Financial disbursement procedures must be simplifi ed. Fourthly, the good work of academics must be appreciated and rewarded. Further, the research and innovations could not be pursued while remaining in isolation, hense the cooperation with national research institutions and overseas universities / international research establishments and international funding agencies must be pursued, fostered and facilitated.

RATIONALE

STRATEGIES

• Develop institutional leadership and capacity to promote scholarship and

culture of research and innovations among staff and students

• Promote national and international cooperation for research and

innovations

• Provide fi nancial support for postgraduate research degrees, research and

innovations

• Develop reward system for granting recognition to academics with high

research and innovation outputs

Strategy 3.5.1 Develop institutional framework and guidelines to promote scholarship, culture of research and innovations and international cooperation

OBJECTIVE 3.5

To improve research and innovation output of Universities/HEIs


73

Activity 3.5.1.1 UGC to reorganize the International Corporation Division as the Division of Research and International Corporation and establish a new UGC Committee on Research and International Cooperation - to act as a liaison body between State Agencies (Treasury, NSF, CARP, etc.), International Donor Agencies, NGOs, and private sector and Universities/HEIs

Activity 3.5.1.2 UGC to develop policy framework and guidelines for universities to strengthen their research and international cooperation efforts – develop and issue directives to all Universities /HEIs to establish research and international corporation directorates/divisions/units, headed by eminent academics appointed on part-time basis to facilitate research and innovations and international cooperation, and liaise with UGC Research and International Cooperation Division, external donor agencies and overseas universities/institutions (Linked to Activity 1.3..1.1).

Activity 3.5.1.3 Universities/HEIs to establish coordinating mechanism to guide facilitate and promote research, innovations and national and international cooperation – by establishing directorates/divisions/units for research and international cooperation and appointing a senior academic as the director/coordinator (Linked to Activity 1.3.1.1 & Activity 3.5.1.3).

Activity 3.5.1.4 UGC to work with NSF and line Ministries to develop policy framework and guidelines and support scheme to promote inter-institutional and international cooperation – formal linkages between universities/faculties and national research institutions and universities and overseas universities and international funding agencies

• Improved institutional

leadership and capacity to

promote scholarship and

culture of research and

innovations among staff and

students

• Greater cooperation with

national research institutions

and overseas universities

and institutions in academic

exchange, and research and

innovations

• Increased research and

innovation outputs

OUTPUTS/OUTCOMES


74

Activity 3.5.2.1 UGC in liaison with universities to establish and operate a research and innovation fund to provide support scheme – to a) assist PG studies by academics, b) offer graduate studentships for postgraduate research degrees, c) support establishment of research fellowships/professorships, d) support overseas study tours, e) support overseas travel to attend & present research papers in international conferences/symposia, f) provide matching grants for internal donor supported research projects, g) support publications, and h) support universities in hosting national and international workshops/ seminars/ conventions

Activity 3.5.2.2 Universities/HEIs to in liaison with UGC to implement UGC research and innovation support scheme - a) PG studies by academics, b) graduate studentships for postgraduate research degrees, c) establishment of research fellowships/research professorships, d) overseas study tours, e) overseas travel grants, f) matching grants for internal donor supported research projects, g) publications, and h) hosting national and international workshops/ seminars/ conventions

• Enhanced fi nancial support

and logistic assistance for

postgraduate research degrees,

and research and innovation

• Reward scheme for granting

recognition awards for

academic with high research

and innovation outputs

OUTPUTS/OUTCOMES


• Reorganization of International Cooperation Division as the Division of

Research and International Cooperation

• Establishment of a UGC Committee on Research and International

Cooperation

• Issue of policy framework and guidelines directing universities to establish

division Unit or Directorate/Division/Unit for Research and International

Cooperation

• Issue of policy framework and guidelines for national and inter-institutional

corporation

Strategy 3.5.2 Provide fi nancial support for postgraduate research degrees, and research & innovations and institute a reward /recognition system for academics with high research and innovation outputs


75


• Issue of guidelines, and application and evaluation procedures for a) PG

scholarships for academics, b) PG research studentships, c) fellowships/

research professorships, d) overseas study tours, e) international travel grants,

f) matching grants, G) publications and h) hosting national and international

scientifi c events.

Activity 3.5.2.3 UGC in liaison with Universities/HEIs design and introduce reward / recognition scheme for high performing academics in research and innovations (Linked to Activity 1.3.1.5 & Activity 3.1.2.3).

• Increased research and

innovation outputs

Increase Access to Higher EducationCorporate Plan 2011 - 2015 University Grants Commission

77

GOAL 4Increase Access to Higher Education

At present, the State does not provide adequate opportunities to the majority of the age group who are seeking higher educational opportunities. Each year, of the 225,000 students who sit the GCE A’level examination, about 120,000 obtain the minimum qualifi cation (three ‘S’ passes). Out of the estimated demand for HE/TE from the age cohort (i.e. about 120,000 places per annum), it is estimated that about 55 % of this number offered higher education oppertunities through 5 sub-sectors, namely i) State Universities (22,000), ii) open and distance learning institutions/centers/units operated by State Universities (25,000), iii) State vocational and technical training institutions (5000), iv) professional bodies offering higher diploma and professional qualifi cations (5000), and v) public and private degree awarding institutions, and cross border arrangements (10,000). Another 8,000-10,000 students may seek overseas placements. The other 45% who are left out (i.e. 50,000-55,000 students) may seek HE/TE provided that affordable and fl exible modes of education are made available to them.

Similarly, the State Universities/HEIs at present are not capable of providing adequate number of places for postgraduate level training leading to research degrees. According to the statistics compiled by National Science Foundation, most Universities/HEIs are pre-occupied with providing MA/MSc level training, mostly through programes running just over 1 year and few into 2 years, mainly through taught courses with limited research component. This output most likely meets the career advancement and promotional prospects of many employees and the requirements of service sector. In contrast, State Universities/HEIs at present produced less than 50 research degrees which is far less than the requirement of 1000/year to maintain a competitive edge in science & technology and research and development and innovation capacity of the country.

Therefore, the State while continuing to function as the primary provider of higher education and technical & vocational education, it should seek out ways and means of formalizing and regulating standards of the State and ‘Non-State’ alternative higher education sector (i.e. training offered by professional bodies, State & Non-State degree awarding/ training institutions, cross-border higher education institutions, etc.). Thus, it is very imperative that ground-breaking or radical changes must be infused into the higher education sector in order a) to improve access, fl exibility and mobility, b) to design and offer well delineated diverse education, and training for diverse career paths, and c) to improve standards, quality and relevance of undergraduate and postgraduate study programmes. It is very conceivable that Sri Lanka does not have much choices other than expediting transformation of its outmoded higher education sector into a

CONTEXT

Increase Access to Higher Education Corporate Plan 2011 - 2015 University Grants Commission

78

global model of Tri - Partite System, consisting of horizontally and vertically integrated 3 tiers, namely Tier I – Elite research universities (i.e. universities offering high quality undergraduate and postgraduate degrees and engage in research and innovation) , Tier II – State and Non-State universities/higher education institutions/institutes (i.e. Universities/HEIs concentrating more on undergraduate education) & Tier III –State and Non-State Technical and Professional Institutions (i.e. alternative higher educational institutions offering short cycle, job-oriented qualifi cations in advanced technical education, technical and vocational education and professional fi elds of accountancy, management, ICT, etc.).

OBJECTIVES

Objective 4.1 To increase annual intake into internal programmes of State Universities by 5% per annum to reach the target of 30 % contribution to gross higher education enrollment through internal programmes by 2015.

Objective 4.2 To maintain enrollment into Open and Distance Learning System of State Universities (OUSL and External Degree Programmes) at the level of 20% gross enrollment through ODL system by 2015.

Objective 4.3 To regulate and promote expansion of State & Non-State alternative higher education sector

Objective 4.4 To improve access and quality of PG study programmes with more emphasis on research degrees

OBJECTIVE 4.1

To increase annual intake into internal programmes of State Universities by 5% per annum - to reach the target of 30 % contribution to gross higher education enrollment through internal programmes by 2015.

Enrollment in higher education has been increasing rapidly around the world in recent decades. This increase has been produced by a combination of causes, including the expansion of primary and secondary education which has fl owed over into higher education, greater economic benefi ts which have generated strong demand for higher education from individuals, and a rapid rise in the number of institutions providing higher educational services. In Sri Lanka too this phenomenon has been observed and enrollment to higher educational programmes has risen from 10% in 1990s to 22% in 2008-2010. The annual intake into state universities has risen from 12000 in 2000 to nearly 22000 in 2010. However, still this level of intake accounts for only less than 5% of

RATIONALE


79

STRATEGIES

• Increase intake into existing as well the new study programmes

• Improve effi ciency of university admission process

Activity 4.1.1.1 UGC to direct all Universities & HEIs to work towards increasing the intake by increasing admission into the study prgrammes that have achieved high market demand.

Activity 4.1.1.2 UGC to develop a) structure, b) credit and qualifi cation framework of degree programmes of major disciplines, c) guidelines for planning new degree programmes including pre-requisites / requirements to be satisfi ed in submitting proposals for new degree programmes/new departments/faculties and b) evaluation criteria and procedures of proposals (same as UGC 3.2.1.3)

Activity 4.1.1.3 UGC to direct all Universities/HEIs to work towards increasing the intake by increasing admission by introducing new study prgrammes for emerging areas of importance, based on projections coming from labour market observatory

Strategy 4.1.1 Increase intake into existing study programmes of high demand and designing and introducing new degree programmes based on market signals

• Increase of enrollment from

22,000 to 25,000 per year by

2015

• Increase in contribution

to gross higher education

enrollment from 22% to 30%

by 2015

• National Credit and

Qualifi cation Framework for

all degree programmes in

place by 2011

OUTPUTS/OUTCOMES

the age cohort, 10% of these who sit for GCE, A/L examination, and accounts only for about 18 % of those become eligible to enter universities to offer internal programmes. Amidst this low intake, it has also been observed, most newly established universities and some study programmes of established universities are running with less than approved number of students owing to diffi culties and delays in fi lling the vacancies. Therefore, ways and means of increasing the opportunities in internal compartment for those becoming eligible to seek university education and speedy fi lling of vacancies must be explored.


80

Activity 4.1.1.4 UGC to give high priority in soliciting assistance from the Treasury and International Donor Agencies to develop infrastructure, human resources and governance and management of Universities/HEIs in North and East Provinces (i.e. Jaffna, Eastern and South-Eastern Universities) and of newly established universities (i.e. Wayamba, Rajarata, Sabaragamuwa, Uva-Wellassa, Ruhuna, Visual and Performing Arts).


• Annual intake into undergraduate study programmes

• Gross enrollment rate

• Extent of uniformity in credit values across study programmes

• New degree programmes offered

• Number and extent of new infrastructure facilities constructed

• Introduction of new degree

programmes for emerging

areas of importance

• Improved infrastructure and

human resources in newly

established Universities/

HEIs in North and Eastern

Provinces.

Activity 4.1.2.1 UGC to review and fi netune the university admission process to ensure students preferences are given due consideration and all study programmes are run in full capacity.

Activity 4.1.2.2 UGC to work with Dept. of Examinations to get GCE/AL results released in February of each year and call application in March and release core cut-off marks by May and do the selection registration, promotion and transfer of students within 3 months (July through September each year) and commence the academic programme by October each year.

• More effi cient selection,

admission and transfer

procedures

• Fixed academic calendar

across faculties & universities

• Fewer unfi lled vacancies in

study programmes

OUTPUTS/OUTCOMES

Strategy 4.1.2 Improve effi ciency of university admission process to accommodate wider students’ preferences and make the process more effi cient and to facilitate the commencement of academic programmes in all Universities/HEIs by October of each year.


81

Activity 4.1.2.3 UGC to decide on fi xed academic calendar and issue instructions to all Universities/ HEIs for compliance and to commence enrollment by July and academic programme by October each year.

Activity 4.1.2.4 UGC and Universities/HEIs to conduct awareness and publicity programmes to the public on the university admission process and study programmes through electronic and print media

• Well informed students,

parents and pubic on study

programmes and career

prospects and paths


• Adoption of fi xed academic calendar across all Universities/HEIs

• Enrolment rates in study programmes

• Drop out rates from study prgrammes

• Number of information dissemination programmes conducted by the UGC

& Universities/HEIs

Study programmes leading to degrees through open and distance modes of education are provided by the Open University (OUSL) and by 12 out of 14 other conventional universities (external degree programmes - EDPs). The contribution to gross enrolment rate (GER) from open and distance modes of education through OUSL programmes as of 2008 was approximately 7% and through external degree programmes it was estimated to be 58%. However, both systems have experienced high drop out rates and low pass rates. Many reports have highlighted the poor quality and hence poor employability of graduates produced through open and distance study programmes, particularly of those who come out from EDPs. Many criticism and studies highlighted several reasons for the poor quality. Poor governance and management, outdated academic curricula, dearth of learning resources and absence of effective academic and learner support system have been cited as key reasons for the high drop out rates, low pass rates and low quality. This is conceivably due to enrollment of unmanageable number of students into external degree programmes, mainly by 3 premier universities.

RATIONALE

OBJECTIVE 4.2

To maintain enrollment into Open and Distance Learning System of State Universities (OUSL and External Degree Programmes) at the level of 20% gross enrollment by 2015


82

STRATEGIES

• Strengthen OUSL network and improve standards and quality of study

programmes offered by Open University via ODL mode

• Regulate and improve standards and quality of External Degree

Programmes and Extension Courses offered by conventional Universities

Activity 4.2.1.1 UGC and OUSL to improve the infastructure and human resources capacity of regional training centers

Activity 4.2.1.2 UGC to commence second round of Quality Assurance Programme for ODL system with emphasis on i) strengthening internal quality procedures and ii) process review and performance

Activity 4.2.1.3 UGC to direct OUSL to design and introduce new degree programmes and courses based on labour market projections

• Quality Assurance System in

place for open and distance

learning

• Higher enrollment in OUSL

Study Programmes

• Fewer drop outs from OUSL

study prgrammes


of OUSL study programmes

OUTPUTS/OUTCOMES

Strategy 4.2.1 Strengthen OUSL network and improve standards and quality of study programmes offered by Open University via ODL mode

While recognizing the special challenges of open and distance learning, the aim of the UGC is to increase the enrollment into OUSL programmes while reducing the enrollment into external degree programmes to a manageable level so that the quality and relevance issues faced by external degree programmes could be addressed. In both modes of learning, attempts will be made to improve a) governance and management of institutions/centers/units handling study programmes, b) quality and relevance of curricula, c)availability and quality of learning material, d) resources and learner support services to registered students, e) quality assurance system and f) most importantly formalizing the informal partnerships that prevail between universities (degree awarding institutions) and training institutions (those who provide instructional training and learning services to external students).


• Establishment of IQA system and commencement of IQA programme

• Number of study programmes covered during the 2nd round of EQA

programme


83

OUTPUTS/OUTCOMES

• Appropriate policy and

regulatory framework for

EDPs in place


place for EDPs

• Reduction of contribution

by EDPs to higher education

gross enrollment rate from

57% to 10% by 2015


of EDPs

• Fewer drop outs and higher

pass out rates from EDPs

Activity 4.2.2.1 UGC to formulate and issue directives on policy and regulatory framework - to regulate, govern and manage external degree programmes and extension courses offered by Universities/HEIs.

Activity 4.2.2.2 All Universities/HEIs offering External Degree Programmes(EDPs) through ODL mode to comply with UGC directives - and complete the transformation of the existing institutional arrangement, management procedure, all curricula, learning resources and learner support services, teaching and learning and evaluation methods over the next 12-16 months (Commence new admission in November/December 2011) (Joint activity by UGC and Universities/HEIs)

Activity 4.2.2.3 UGC to formulate and adopt QA procedure for external degree programmes offered by Universities/HEIs


• Quality assurance mechanism for external degree programmes approved by

the UGC by the end of 2012

• Number of students enrolled into EDPs

• Number of new degree programmes offered through external mode

• Percentage drop out rates and pass out rates from EDPs

• Number graduating through EDPs

Strategy 4.2.2 Regulate and improve standards and quality of External Degree Programmes and Extension Courses via ODL system offered by Universities/HEIs

• Annual enrollment into study programmes

• Annual dropout rates from study programmes

• Number of new degree programmes proposed/approved/commenced


84

At present, the State does not provide adequate opportunities to the majority of the age group who become eligible and thus seek higher education/technical education (HE/TE) opportunities. Every year more than 45% of eligible students (>50,000-55,000 students per year) are left out from seeking higher education owing to inadequacy of space of the conventional State HE/TE institutions. However, these students may opt for alternative HE/TE educational opportunities if those opportunities are provided quality education at affordable and fl exible terms.

Therefore, as the case in most countries, the State, while functioning as the primary provider of higher education should foster State and Non-State alternative higher educational sector as one of the major providers of HE/TE. The Non-State HE/TE sectors, without much State support, however have expanded gradually over the past few years. The number of institutions offering higher educational opportunities, through cross-border arrangements and also by obtaining degree awarding status from the UGC & MoHE is in the increase. Yet, the demand for such institutions has remained stagnated or declined primarily due to low public acceptance due to ambiguity of the legitimacy of the institutions and uncertainty of quality and relevance of study programmes offered by such institutes. Therefore, while recognizing the healthy and timely development taken place, the State must move into promote the further development and expansion of State and Non-State alternative higher education, technical and vocational education sectors by introducing proper legislative framework as well as the quality assurance and accreditation mechanisms.

RATIONALE

STRATEGIES

Design and institute

• policy and regulatory framework,

• credit and qualifi cation framework and

• quality assurance system for

• State and Non-State alternative higher education sector

OBJECTIVE 4.3

To regulate and promote expansion of State & Non-State alternative higher education sector

Strategy 4.3.1 Ministry of Higher Education and UGC to design and institute a) policy and regulatory framework and b) standards and quality assurance system for State and Non-State alternative higher education sector


85

OUTPUTS/OUTCOMES

• Appropriate procedure for

evaluation of applications

for granting degree awarding

status for State and Non-State

State and higher educational

institutions

• Appropriate procedures for

evaluation for approving

degrees to be awarded by

State and Non-State higher

educational institutions

granted degree awarding status

• Credit and Qualifi cation

Framework for study

programmes to be offered by

State and Non-State degree

awarding institutions


place for State and Non-State

degree awarding institutions

• Increase enrollment into

study programmes offered by

State and Non-State degree

awarding institutions

Activity 4.3.1.1 UGC to assist the Ministry of Higher Education, through an Act of Parliament to establish a Regulatory Body for Non-state Higher Education Sector and prescribe Policy and Regulatory Framework and provide Quality Assurance System for State & Non-State alternative higher education sector

Activity 4.3.1.2 UGC to establish a separate Unit to handle all matters relating to granting degree awarding status and granting approval or recognition for degrees awarded by State & Non-State alternative higher educational institutions granted degree awarding status

Activity 4.3.1.3 UGC to develop and issue guidelines on application and evaluation procedures with respect to granting degree awarding status and granting approval or recognition for degrees awarded by approved State and Non-State higher educational institutions granted degree awarding status


86


• Guidelines and Evaluation procedures for Application for Degree Awarding

Status approved by the UGC by early 2011

• Establishment of the Unit at the UGC for Handling Applications submitted

by State and Non-State Higher Educational Institutions to obtain degree

awarding status and approval for degrees to be offered by such institutions

by early 2011

• Quality Assurance & Accreditation system for State and Non-State alternative

higher education sector in place by the end of 2012

• Number of applications received and processed for granting degree awarding

status

• Number of State & Non-State institutions granted degree awarding status

• Number of degree programmes approved

• Number of students enrolled in State & Non-State degree awarding

institutions

• Number of students graduating from State & Non-State degree awarding

institutions

The number of available R&D personnel in Sri Lanka is very low. At present SL has approximately 4500 researchers (with a full-time equivalence of 2700) in research related jobs in the national research system (31 research institutes and 15 universities and few private sector institutions). This number is far below than those of the countries in the region and the world average of 894 researchers per million. Besides that a disturbing trend of declining numbers of researchers from approximately 6000 in 1996 to 4520 in 2006 has also been noted, primarily due to brain drain and retirements. This is indeed a serious concern for the future R & D capability and science and technology capacity of the country. According to the estimates, Sri Lanka has to produce 1000 R&D personnel per year to reach the target of 7500 by the year 2016 and 1800 per year to research 18,000 R & D personnel by the year 2021.

It is imperative that this goal will not be able to achieve with the current PG training capacity of national universities. Though postgraduate education is provided by 7 Postgraduate Institutions (PGIs) and 15 Universities (by Faculties of Postgraduate Studies and individual Faculties) more than 90% of degrees account for PG degrees offered mainly through course work with or without a directed study, extending over 1 to 2 years. On the other hand, according to the available data, national universities

RATIONALE

OBJECTIVE 4.4

To improve access to and quality of PG study programmes with emphasis on research


87

STRATEGIES

• Review and reorganize the existing PG system

• Promote greater cooperation between universities and national research

institutions

• Refocus postgraduate level academic programmes to give greater emphasis

on research

• Introduce Quality Assurance System for PG studies

• Comprehensive review report

on the status of postgraduate

training offered by the State

Universities/HEIs

• Grater cooperation and

collaboration between State

Universities/HEIs and

National Research Institutions

produce less than 50 postgraduate research degrees per year (last 3 years data) as opposed to required number of 1000 per year. Moreover, the national universities with stronger focus on undergraduate degrees and course work PG degrees do not appear to have the commitment and capacity to increase the PG research degree output to reasonable level in the foreseeable future. Further, it has been estimated that only few members of university academics are actually engaged in R&D (i.e. about 5-10% of 2161 postgraduate level trained academics). Even the smaller numbers of academic who are promoting postgraduate research degrees are disillusioned due to lack of fi nancial support for postgraduate students and research and lack of recognition and rewards for the hard work that they perform.

Further, it has been recognized that there exist a vast resource base in national research institutions which accounts for almost 50% research facilities in SL and these resources hitherto had not been utilized by universities. Therefore, it is very conceivable that the ways and means of establishing healthy cooperation and collaboration among national universities and national research institutions must be pursued immediately to complement PG training capacity of Universities/HEIs that are poorly resourced.

Strategy 4.4.1 Review and recorganize of the existing PG system, promote cooperation and sharing of resources among Universities/HEIs and national research institutions, refocus the academic programmes to give greater emphasis on research and introduce quality assurance system for PG studies

Activity 4.4.1.1 UGC to commission a review study to assess the current status of PG programmes offered by Universities/HEIs and recommend policy framework and guidelines to promote reforms to improve a) organizational structure, and governance & management, b) credit & qualifi cation framework, and standards and quality of research degrees and innovation outputs and c) greater cooperation

OUTPUTS/OUTCOMES


88


• Submission of Review Report on PG studies to the UGC by June 2012 and

issue of policy framework and guidelines and circular instructions on PG

Studies and related aspects by the UGC by 2013

• Formal partnership between State Universities/HEIs & National Research

Institutions established by December 2013

• National Credit & Qualifi cation Framework for PG studies in place by

December 2013 Quality Assurance and Accreditation procedure to commence

by January 2013

• Number of PG programmes and Faculties/Institutions covered by external

quality assurance system

• Number of PG study rogrammes and Faculties/Institutions granted

accreditation

• Number of PG Research Student Fellowships offered by the UGC through

Faculties/PGIs

• Number of PG research degrees offered by Faculties/PGIs

among Universities/HEIs and national research institutions (linked to UGC 3.2.1.5)

Activity 4.4.1.2 UGC to issue directives on Policy Framework and Guidelines on organizational structure, governance & management procedures, credit and qualifi cation framework, standards, learner support system and quality assessment system for PG study programmes

Activity 4.4.1.3 UGC through QAA Council to develop and implement a suitable QA and Accreditation programme for postgraduate study programmes, and Faculties of Graduate Studies Faculties and PGIs (same as Activity 1.2.3.8)

Activity 4.4.1.4 UGC to design and introduce PG Research Student Fellowship Scheme and implement through PGIs, Faculties of Graduate Studies and Faculties ( Linked to Activity 3.5.2.2)

• Establishment of UGC

support scheme for PG

Research Student Fellowship

programme

• More postgraduate research

degreese produced by FGS/

PGIS

• Quality Assurance &

Accreditation system for PG

studies


of PG degrees

• Credit and qualifi cation

framework for postgraduate

degrees

OUTPUTS/OUTCOMES

Improve the effi ciency and accountability of the UGC as the regulatory body Corporate Plan 2011 - 2015 University Grants Commission

89

GOAL 5Improve the effi ciency and accountability of the UGC as the regulatory body in discharging powers, duties and functions as are conformed or imposed on, or assigned to, the Commission by or under the Universities Act No. 16 of 1978.

The success of discharging duties of the UGC as the apex, regulatory body of State university system is indeed depends on the capacity, effi ciency and productivity of the UGC Secretariat. Further, the success of implementation of the strategic plan will also depend on how the UGC Secretariat is equipped to undertake the tasks delineated.

The UGC perform its mandatory functions through its Secretariat. These functions encompasse multitude of duties & tasks, namely, i) selection and allocation of students into universities, ii) apportionment of funds allocated by the Treasury to universities and monitoring of fund disbursement, iii) regulating staff recruitment, leave and promotion, iv) provision and promoting staff development, v) regulating standards of academic programmes, vi) auditing of standards and quality of academic programmes, vii) promoting research, development and innovations, viii) promoting inter-institutional and international cooperation, ix) supervision and auditing of university functions, x) soliciting funds for infra-structure development in universities from national and international sources, and xi) promoting staff and student welfare. Further, it also function as the specifi ed authority in recognizing degrees awarded by local and international professional and higher educational institutions and also granting degree awarding status to State and Non-State alternative higher educational institutions and regulating academic standards of programmes offered by such institutions. It is imperative that the UGC should possess a very competent Secretariat in order to undertake these multitude of functions effi ciently and effectively. Undoubtedly it requires physical and human resources, effi cient house keeping procedures, effective decision making procedures, effi cient information collection, processing and reporting mechanism and internal auditing mechanism.

Although many changes have been made in the organizational structure and functions of the UGC Secretariat since its inception in 1978, it is indeed in need of a proper review in order to identify strengths, gaps and defi ciencies and interventions required. Further, the departments, divisions and units need to re-visit their mandatory functions and align their activities to fulfi ll those mandatory functions. Further, all the employees of the Secretariat must be equipped with the required knowledge and skills. Moreover, the workforce must be provided with conductive working environment and welfare facilities and they must be motivated and loyal to the institution.

CONTEXT


90

The UGC Secretariat was established 3 decades ago with the enactment of Universities Act No. 16 of 1978 and its task at the inception was to foster and manage relatively small network of State Universities/HEIs. Over the past 3 decades, the State University sector has experienced unprecedented expansion and the sector too has to face with rapid changes taking place in higher education sphere locally, regionally and globally and live up to the challenge of being the primary provider of quality higher education to young men and women. The UGC, the apex, regulatory body needs to drive, guide & faster national Universities/HEIs to perform and excell in their functions. Therefore, a review of organizational structure, of the UGC Secretariat and the functions delegated to its divisions/departments/units and their capacities in performing the designated functions is very timely and appropriate.

In order for the UGC Secretariate to undertake the multitute of duties & tasks, its workforce must be equipped with required knowledge and skills and correct attitudes. Further, they must be trained to follow standard offi ce keeping procedures and be entrenched in proper work culture where the career advancement is linked to their conduct and performance. Moreover, the UGC Secretariat should be equipped with appropriate and advanced ICT tools, techniques and network capabilities that will ensure data collection across the university system, collation, processing and analyzing and reporting to the Commision, Universities/HEIs and to the public.

RATIONALE

OBJECTIVES

Objective 5.1 Improve the functional and technical capacity and functional effi ciency of the UGC Secretariat

Objective 5.2 Improve loyalty, allegiance and commitment of employees of the UGC

OBJECTIVE 5.1

Improve the functional and technical capacity and functional effi ciency of the UGC Secretariat

STRATEGIES

• Institute a suitable organizational structure, leadership, HR capacity and

proactive work culture at the UGC

• Improve Management Information System (MIS) and Higher Educational

Information Technology (HEIT) capacity of UGC and its linkages with

Universities/HEIs


91

Strategy 5.1.1 Institute a suitable organizational structure, leadership, human resources capacities and proactive work culture at the UGC

Activity 5.1.1.1 UGC to restructure the Secretariat with reassigning and redefi ning duties along with establishment of new administrative/coordinating/departments/divisions/units for i) Planning and Monitoring, ii) Academic Affairs), iii) Human Resources, iv) Admission, v) General Administration, vi) Research and International Affairs, vii) Finance, viii) Establishment (Personnel), ix) Audit, x) Legal Affairs, xi) Statistics & MIS, xii) Quality Assurance & Accreditation xiii) Infrastructure Development, xiv) Higher Education Information Technology xv) Human Resources Development, xvi) External Degrees and Extension Courses, and xviii) State & Non-state Degree Awarding Institutions (Same as Activity UGC 1.1.1.1).

Activity 5.1.1.2 All departments/divisions/units of UGC to prepare Action Plans (APs) to go along with the goals, objectives and strategies prescribed in the UGC Policy and Strategic Development Framework [PSDF (2011-2015) ]and submit for approval of the Commission and implement thereafter.

Division/Department/Unit Action Plan Code Academic Affairs Division AAD Admission Division AD Human Resources Division HRD Finance Division FD Audit Division AuD Statistics & MIS Division MISD Legal Division LGL Research & International Corporation Division RICD Infrastructure Development Division IDD Establishment Division ED General Administration Division GAD Quality Assurance and Accreditation Division/Council QAAC Higher Education Information Technology Unit HEITU Human Resources Development Unit HRDU Unit for Recognition of Degree Awarding Institutions URDAI

Activity 5.1.1.3 UGC to monitor performance of all departments, divisions and units against the Action Plans prepared by the respective divisions at 6 monthly intervals.

Activity 5.1.1.4 UGC-HRDU to design and conduct regular in-service staff training programmes in collaboration with WB-HETC Project

Activity 5.1.1.5 UGC to adopt a suitable ‘Total Quality Improvement / Enhancement” package to improve house keeping and offi ce and personal management procedures (same as Activity 1.1.2.6 & Activity 2.1.1.5)


92


• Completion of the review of organizational structure and if required

instituting of appropriate reforms by December 2012Adoption of Total

Quality Improvement / Enhancement package by December 2012

• By-annual review of performance of Departments/Divisions/Units against

the respective action plans

• Number of staff development programmes conducted and/or coordinated

by HRDU for the UGC Staff

OUTPUTS/OUTCOMES

• More appropriate organizational structure in place for the UGC Secretariat

• UGC Departments/Divisions/Units with well defi ned functions

• Improved offi ce management and house keeping procedures

• Knowledgeable, skillful, loyal and committed work force

• Improved functional capacity & effi ciency of UGC Secretariat

Activity 5.1.2.1 UGC to improve IT infrastructure and technical capacity of the UGC and Universities/HEIs.

Activity 5.1.2.2 UGC to institutionalize IT governance and management and culture within the UGC and Universities/HEIs - establish a Higher Education Information Technology Coordinating Committee at the UGC and IT Services Units at Universities

Strategy 5.1.2 Improve Management Information System and HEIT capacity of the UGC & Universities/HEIs – IT infrastructure, ICT usage capacity and IT literacy of staff and capacity and effi ciency of information collection, storage, analysis, reporting and dissemination within and amongst the departments/divisions/units of the UGC and Universities/HEIs .

OUTPUTS/OUTCOMES

• Enhanced adaptation of MIS

in UGC and Universities/

HEIs

• Enhanced Higher Educational

Information Technology

System in place by 2015


93

PERFORMANCE INDICATORS • Enhanced MIS capacity in UGC and Universities/HEIs by December 2013

• Enhanced Higher Educational Information Technology System in UGC and

Universities/HEIs by December 2013

• IT governance and culture entrenched into UGC & universities by December

2015

• Number of training programmes conducted on ICT and IT network

applications, & on MIS for staff of UGC and Universities/HEIs

A loyal, committed and skilled workforce is of a paramount importance for the success of the UGC Secretariat as the case with any other institution. This requires a concerted effort which encompasses many complementary conditions such as pleasing and conducive working environment, well defi ned duty lists for functional departments/divisions/units, workforce possessing required knowledge and skills, essential offi ce equipment, considerate and caring leadership and optimum interpersonal relations and welfare.

RATIONALE

OBJECTIVE 5.2

Improve loyalty, allegiance and commitment of the workforce of the UGC

Activity 5.1.2.3 Training of UGC & University/HEI staff on IT Network applications

Activity 5.1.2.4 Strengthening of MIS Division and MIS Network connecting all universities - including setting up MIS Units and Coordinating Committees in all Universities/HEIs

• IT governance and

management, and culture

ingrained into UGC and

Universities/HEIs by 2015

• IT literate workforce in UGC

and Universities/HEIs

• Availability and free fl ow

of information across the

university system and to the

policy makers, planners and

management


94

Activity 5.2.1.1 Refurbish the existing premises to create a pleasing working environment at the UGC (ongoing activity)

Activity 5.2.1.2 Acquire additional space to meet the urgent space requirement – by pursuing one of following 4 options; a) relocate the UGC from the present location to more spacious location and premises and consolidating the facilities and service units dispersed around under one roof or b) Construct an Extension at present location to meet the space requirements or c) acquire portion of the building currently used by the Ministry of Higher Education or d) rent a suitable nearly facility

Activity 5.2.1.3 Strengthen welfare and recreational facilities at the UGC

Strategy 5.2.1 Create conducive working environment and welfare facilities at the UGC

OUTPUTS/OUTCOMES

• Improved infrastructure facilities

• Conducive & pleasing working environment

• Improved welfare facilities

• Loyal and contented workforce


• Completion of detailed refurbishment/rehabilitation /extension plans

• Progress of refurbishment/rehabilitation/extension projects

• Number of confl icts reported and number of grievances redressed

• Number of welfare / social events held annually

STRATEGIES

• Provide pleasing and conducive working environment for the UGC

workforce

• Improve welfare faclities


Activity Schedule

Goals, Objectives, Strategies and Activities, Source of Funds, Persons Responsible, Reference to Action Plans of Central Administration/Department/Divisions/Units


97

Goal 1 Improve governance and management of the UGC and Universities/HEIs in planning, execution, monitoring, coordination and fostering of university education so as conform to national policy

Objective 1.1 To improve technical capacity and functional effi ciency of the UGC to perform multitude of regulatory, planning and monitoring functions

Objective 1.2 To streamline regulations, guidelines, and auditing and quality assurance procedures with a view to grant greater autonomy to Universities/HEIs

Objective 1.3 To improve technical capacity and functional effi ciency of all Universities/HEIs


98

Ob

ject

ive

1.1

T

o im

pro

ve t

ech

nic

al c

apac

ity

and

fu

nct

ion

al e

ffi c

ien

cy o

f th

e U

GC

to

per

form

mu

ltit

ud

e of

reg

ula

tory

, p

lan

nin

g an

d

mon

itor

ing

fun

ctio

ns

Stra

teg

y

1.1.

1

Des

ign

an

d i

ntr

odu

ce s

tru

ctu

ral r

efor

ms

and

bri

ng

in s

ervi

ces

of v

isio

nar

y an

d c

omp

eten

t ac

adem

ics

and

ad

min

istr

ator

s to

assi

st t

he

Com

mis

sion

in p

olic

y an

d p

rog

ram

me

form

ula

tion

, pro

gra

mm

e im

ple

men

tati

on a

nd

mon

itor

ing

Act

ivit

ies

Act

ivit

y C

ode

Des

crip

tion

(brie

f de

script

ion of

the a

ctivit

y)

Sou

rce

of

Fu

nd

ing

(if

re

levan

t )

Res

pon

sib

ility

(W

ho w

ill u

ndert

ake

the a

ctivit

y)

Ref

eren

ce

to A

ctio

n

Pla

ns

(i.e.

Par

t II

of th

e CP)

Tim

e Sc

hed

ule

(2

011-

2015

)

Y1

Y2

Y3

Y4

Y5

UG

C 1.

1.1.

1U

GC

to r

estr

uctu

re t

he a

dmin

istra

tion

with

rea

ssig

ning

and

red

efi n

ing

dutie

s alo

ng

with

est

ablis

hmen

t of

new

adm

inist

rativ

e/co

ordi

natin

g di

visio

ns (

Sam

e as

Act

ivity

U

GC

5.1

.1.1

)

[ for

i) P

lanni

ng a

nd M

onito

ring,

ii) A

cade

mic A

ffairs

), iii

) Hum

an R

esour

ces, i

v) A

dmiss

ion, v

) G

enera

l Adm

inist

ratio

n, vi)

Rese

arch

and

Inter

natio

nal A

ffairs

, vii)

Fin

ance,

viii

) Esta

blish

ment

(P

erson

nel),

ix

) Aud

it, x

) Lega

l Affa

irs, x

i) S

tatis

tics

& M

IS, x

ii) Q

ualit

y A

ssura

nce

&

Accr

edita

tion,

xiii

) Infr

astru

cture

Deve

lopme

nt, x

iv) H

igher

Edu

catio

n In

forma

tion

Tech

nolog

y, xv

) H

uman

Reso

urces

Deve

lopme

nt, x

vi)

Ext

ernal

Degr

ees a

nd E

xten

sion

Cour

ses, &

xvii

) Re

cogni

tion

of S

tate

& N

on-&

Non

-Sta

te A

ltern

ative

High

er E

duca

tiona

l Ens

titut

ions ]

.

NA

FRSe

c./U

GC

SEC

1.1.

1.1

UG

C 1.

1.1.

2U

GC,

with

nec

essa

ry a

ppro

val,

to c

reat

e 2

mor

e fu

ll tim

e U

GC

mem

bers

hip

posit

ions

to

pro

vide

lea

ders

hip

and

guid

ance

on

day-

to-d

ay b

asis

and

enga

ge i

n pl

anni

ng,

impl

emen

tatio

n, c

oord

inat

ion

and

mon

itorin

g

UG

CSe

c./U

GC

SEC

1.1.

1.2

UG

C 1

.1.1

.3Im

prov

e th

e fu

nctio

nal e

ffi cie

ncy

of a

ll st

andi

ng c

omm

ittee

s and

ad-

hoc

com

mitt

ees

NA

FRSe

c/U

GC

SEC

1.1

.1.3


99

Stra

teg

y 1

.1.2

D

evel

op c

omp

eten

cies

of

hu

man

res

ourc

es a

nd

exp

erti

se

UG

C 1.

1.2.

.1

UG

C to

dev

elop

and

issue

Pol

icy F

ram

ewor

k, In

stitu

tiona

l Arr

ange

men

t, G

over

nanc

e an

d M

anag

emen

t St

ruct

ure,

and

acad

emic,

adm

inist

rativ

e &

fi n

ancia

l r

egul

atio

ns

and

proc

edur

es g

over

ning

the

Sta

ff D

evelo

pmen

t U

nits

/Cen

ters

of

UG

C an

d U

nive

rsiti

es/H

EIs

(sam

e as

UG

C 1.

3.2.

1)

NA

FRSe

c./U

GC

SEC

1.1.

2.1

UG

C 1.

1.2.

.2U

GC

to e

stab

lish

a H

uman

Res

ourc

es D

evelo

pmen

t U

nit

(HRD

U)

at t

he U

GC

to f

unct

ion

as t

he a

pex

coor

dina

ting

body

of

all s

taff

dev

elopm

ent

activ

ities

of

Uni

vers

ities

/HE

IsN

AFR

Sec./

UG

CSE

C 1.

1.2.

2

UG

C 1.

1.2.

.3U

GC

to e

stab

lish

Staf

f Tr

ainin

g Fa

cility

(STF

) at a

sui

tabl

e lo

catio

n (w

ith a

ssist

ance

fr

om W

B-H

ETC

Pro

ject)

UG

C &

WB-

HE

TCSe

c/U

GC

SEC

1.1.

2.3

UG

C 1.

1.2.

.4U

GC

along

with

WB-

HE

TC p

rojec

t to

stre

ngth

en th

e fun

ctio

nal a

nd te

chni

cal c

apac

ity

of S

taff

Dev

elopm

ent C

ente

rs o

f all

Uni

vers

ities

/HE

Is

UG

C/W

B-H

ETC

Sec/

UG

C &

H

ead/

HRD

HRD

U

1.2.

2.4

UG

C 1.

1.2.

.5U

GC

along

with

WB-

HE

TC p

rojec

t to

desig

n an

d of

fer i

n-se

rvice

train

ing p

rogr

amm

es

to im

prov

e pl

anni

ng, m

anag

emen

t and

mon

itorin

g sk

ills

of th

e ex

ecut

ive

offi c

ers

of

UG

C an

d Uni

vers

ities

/HE

Is th

roug

h re

gular

cont

inui

ng ed

ucat

ion

train

ing p

rogr

amm

es

UG

C/W

B-H

ETC

Sec/

UG

C an

d H

ead/

HRD

HRD

U

1.1.

2.5

UG

C 1.

1.2.

.6U

GC

to a

dopt

a s

uita

ble

HRM

pac

kage

to in

culca

te p

roac

tive,

perf

orm

ance

orie

nted

wo

rk c

ultu

re, a

nd im

prov

e ‘h

ouse

kee

ping

’ and

offi

ce m

anag

emen

t pra

ctice

s and

then

wo

rk to

war

ds re

achi

ng IS

O C

ertifi

cat

ion

Stan

dard

s (Sa

me

as A

ctiv

ity 2

.1.1

.5 &

5.1

.1.5

)

UG

C Fu

nds

Sec/

UG

C &

H

ead/

ED

ED

1.1

.2.6

UG

C 1.

1.2.

.7U

GC

to p

erfo

rm a

nnua

l rev

iew o

f pe

rfor

man

ce o

f all

Dep

artm

ents

/Div

ision

s/U

nits

of

UG

C Se

cret

ariat

.N

AFR

Sec/

UG

CSE

C 1.

1.2.

7


100

Ob

ject

ive

1.2

To

stre

amlin

e re

gula

tion

s, g

uid

elin

es, a

ud

itin

g an

d q

ual

ity

assu

ran

ce p

roce

du

res

wit

h a

vie

w t

o g

ran

t g

reat

er

auto

nom

y to

Un

iver

siti

es/

HE

Is

Stra

teg

y 1.

2.1

Rev

iew

an

d u

pd

ate

the

app

rop

riat

e se

ctio

ns

of U

niv

ersi

ties

Act

, Ord

inan

ces,

UG

C E

stab

lish

men

ts C

ode,

reg

ula

tion

s,

esta

blis

hm

ent

circ

ula

r, g

uid

elin

es a

nd

pro

ced

ure

s w

ith

res

pec

t to

gen

eral

ad

min

istr

atio

n, a

cad

emic

ad

min

istr

atio

n,

fi n

anci

al m

anag

emen

t of

un

iver

siti

es/

HE

Is a

nd

cod

es o

f p

ract

ice

and

con

du

ct f

or s

tud

ents

an

d s

taff

UG

C 1.

2.1.

1

UG

C to

con

duct

per

iodi

cal

revi

ew th

e U

nive

rsiti

es A

ct, O

rdin

ance

s, E

stab

lishm

ents

Co

de, r

egul

atio

ns, e

stab

lishm

ent

circu

lars,

guid

eline

s an

d pr

oced

ures

, and

int

rodu

ce

amen

dmen

ts to

the

Act

, Ord

inan

ces

and

Est

ablis

hmen

ts C

ode

as a

ppro

priat

e an

d/or

fo

rmul

ate

new

regu

latio

ns, c

ircul

ar a

nd g

uide

lines

NA

FRSe

c./U

GC

and

Hea

d/H

RD

SEC

1.2.

1.1

&

HRD

1.2

.1.1

UG

C 1.

2.1.

2U

GC

to

deve

lop

man

uals/

guid

eboo

ks/h

andb

ooks

on

im

porta

nt

adm

inist

rativ

e pr

oced

ures

, fi n

ancia

l man

agem

ent,

acad

emic

plan

ning

& d

evelo

pmen

t pr

oced

ures

UG

CSe

c/U

GC

& H

RDU

SEC

1.2.

1.2

& H

RDU

1.

2.1.

2

UG

C 1

.2.1

.3

UG

C to

dev

elop

and

issue

a) U

nive

rsity

Stu

dent

s Ch

arte

r, b)

Aca

dem

ic St

aff

Char

ter,

c) N

on-a

cade

mic

Staf

f Ch

arte

r, d)

Citi

zens

Cha

rter,

e) C

odes

of

Prac

tice,

Cond

uct a

nd

Eth

icsU

GC

Sec/

UG

C alo

ng w

ith

head

s of

resp

ectiv

e D

ivisi

ons/

Uni

ts

SEC

1.2.

1.3

HRD

1.2

.1.3

AGD

1.2

.1.3

LGL

1.2.

1.3

Stra

teg

y 1.

2.2

UG

C t

o b

ecom

e effi

cien

t m

onit

orin

g b

ody

of g

over

nan

ce a

nd

man

agem

ent

of U

niv

ersi

ties

/H

EIs

UG

C 1.

2.3.

1U

GC

to r

eorg

aniz

e its

Aud

it D

ivisi

on w

ith r

edefi

nin

g its

rol

e an

d fu

nctio

ns a

nd

inst

itutin

g ap

prop

riate

for

mal

linka

ges

with

Int

erna

l Aud

it D

ivisi

ons

of U

nive

rsiti

es/

HE

IsN

AFR

CIA

/UG

CA

uD 1

.2.3

.1

UG

C 1.

2.3.

2

UG

C A

udit

Div

ision

to co

nduc

t reg

ular

audi

ts o

f all d

ivisi

ons o

f UG

C an

d su

perv

ise an

d m

onito

r au

ditin

g fu

nctio

ns o

f In

tern

al A

udit

Uni

ts/D

ivisi

ons o

f all

Uni

vers

ities

/HE

Is

with

res

pect

to m

anag

emen

t and

fi na

ncial

pro

cedu

res

and

repo

rt to

the

Com

miss

ion

thro

ugh

the

Aud

it Co

mm

ittee

for r

eview

and

rem

edial

mea

sure

s.

NA

FRCI

A/U

GC

AuD

1.2

.3.2


101

Stra

teg

y 1.

2.3

Stre

ngt

hen

th

e q

ual

ity

assu

ran

ce a

nd

acc

red

itat

ion

cap

acit

y of

th

e U

GC

to

dri

ve I

nte

rnal

qu

alit

y A

ssu

ran

ce (

IQA

) p

rog

ram

me

at t

he

Un

iver

sity

/H

EI

leve

l an

d s

ust

ain

Ext

ern

al Q

ual

ity

Ass

ura

nce

(E

QA

) p

rog

ram

me

for

stu

dy

pro

gra

mm

es a

nd

inst

itu

tion

s

UG

C 1.

2.3.

1 U

GC

to r

eview

and

red

efi n

e th

e ro

le an

d TO

R of

the

UG

C St

andi

ng C

omm

ittee

on

Qua

lity A

ssur

ance

ad A

ccre

dita

tion

(SC

of Q

AA

) to

guid

e and

mon

itor t

he fu

nctio

ns o

f Q

ualit

y A

ssur

ance

and

Acc

redi

tatio

n Co

uncil

(QA

AC)

and

impl

emen

t UG

C ap

prov

ed

quali

ty a

ssur

ance

and

acc

redi

tatio

n pr

ogra

mm

e

NA

FRSe

c /U

GC

SEC

1.2.

3.1

UG

C 1.

2.3.

2U

GC

to d

evelo

p a

polic

y fr

amew

ork

and

guid

eline

s, an

d st

ruct

ure

and

func

tions

of

QA

AC w

ith w

ell d

efi n

ed te

rms

of re

fere

nce

and

plac

e it

unde

r a fu

ll-tim

e di

rect

or to

vi

goro

usly

purs

ue q

ualit

y as

sura

nce

and

accr

edita

tion

prog

ram

mes

pre

scrib

ed b

y th

e U

GC

NA

FRSe

c /U

GC

SEC

1.2.

3.2

UG

C 1.

2.3.

3Q

AAC

in lia

ison

with

WB-

HE

TC p

rojec

t to

com

plet

e the

fi rs

t rou

nd o

f QA

Pro

gram

me

by D

ecem

ber

2011

– w

hich

cov

ers

a) e

xter

nal

revi

ew o

f in

stitu

tions

and

stu

dy

prog

ram

mes

, b) c

redi

t and

qua

lifi c

atio

n fr

amew

ork

for

all m

ajor

degr

ee p

rogr

amm

es,

c) s

ubjec

t ben

chm

ark

stat

emen

ts fo

r all

majo

r stu

dy p

rogr

amm

es &

disc

iplin

es a

nd d

) co

des o

f pr

actic

e, co

nduc

t and

eth

ics fo

r sta

ff a

nd st

uden

ts

WB-

HE

TCSe

c /

UG

CD

/QA

ACQ

AAC

1.

2.3.

3

UG

C 1.

2.3.

4SC

of

QA

A t

o de

velo

p pr

oced

ures

and

gui

delin

es f

or 3

com

pone

nts

to

be c

arrie

d ou

t dur

ing

the

2nd ro

und

of q

ualit

y as

sura

nce

prog

ram

me

– na

mely

a) i

nter

nal q

ualit

y as

sura

nce,

b) e

xter

nal r

eview

(i.e

. with

mor

e em

phas

is on

pro

cess

and

per

form

ance

re

view

of

stud

y pr

ogra

mm

es a

nd u

nive

rsiti

es/H

EIs

) an

d iii

) ac

cred

itatio

n of

stu

dy

prog

ram

mes

and

inst

itutio

ns

WB-

HE

TCSe

c/U

GC

D/Q

AAC

QA

AC

1.2.

3.4

UG

C 1.

2.3.

5U

GC

to d

evelo

p an

d iss

ue ci

rcul

ar in

stru

ctio

ns o

n a)

Inte

rnal

Qua

lity A

ssur

ance

Sys

tem

, b)

Ext

erna

l Qua

lity A

ssur

ance

Sys

tem

(with

mor

e em

phas

is on

pro

cess

and

perf

orm

ance

re

view

) and

c) A

ccre

dita

tion

of st

udy

prog

ram

mes

and

inst

itutio

ns

WB-

HE

TCSe

c/U

GC

D/Q

AAC

QAC

C 1.

2.3.

5

UG

C 1.

2.3.

6Q

AAC

in

liaiso

n w

ith H

ETC

Pro

ject

to c

omm

ence

2nd

rou

nd o

f ex

tern

al qu

ality

as

sura

nce

prog

ram

me

by e

arly

2012

– w

ith m

ore

emph

asis

on in

stitu

ting

mor

e rig

orou

s an

d co

mpu

lsory

follo

w-u

p ac

tions

WB-

HE

TCSe

c/U

GC

D/Q

AAC

QAC

C 1.

2.3.

6


102

UG

C 1.

2.3.

7U

GC

with

WB-

HE

TC a

ssist

ance

to p

repa

re a

nd in

trodu

ce A

ccre

dita

tion

Man

uals

and

proc

edur

es to

Uni

vers

ities

/HE

Is a

nd c

omm

ence

eva

luat

ion

of st

udy

prog

ram

mes

and

in

stitu

tions

that

hav

e bee

n ra

ted

high

by t

he 2

nd ro

und

of E

xter

nal R

eview

for g

rant

ing

accr

edita

tion.

WB-

HE

TCSe

c/U

GC

D/Q

AAC

QAC

C 1.

2.3.

6

UG

C 1.

2.3.

8U

GC

with

WB-

HE

TC a

ssist

ance

to

deve

lop

man

uals

and

proc

edur

es f

or q

ualit

y as

sura

nce

of a

) po

stgr

adua

te d

egre

es a

nd i

nstit

utio

ns a

nd b

) ex

tern

al de

gree

s an

d ex

tens

ion

cour

ses a

nd is

sue

to u

nive

rsiti

es/H

EIs

by

early

201

2.W

B-H

ETC

Sec/

UG

CD

/QA

ACSE

C 1.

2.3.

7

UG

C 1.

2.3.

9Q

AAC

to im

plem

ent q

ualit

y as

sura

nce

prog

ram

me

for a

) pos

tgra

duat

e de

gree

s an

d b)

ex

tern

al de

gree

s and

ext

ensio

n co

urse

s fro

m b

egin

ning

of

2013

. W

B-H

ETC

Sec/

UG

CD

/QA

ACQ

ACC

1.2.

3.8


103

Ob

ject

ive

1.3

To

imp

rove

tec

hn

ical

cap

acit

y an

d f

un

ctio

nal

effi

cie

ncy

all

Un

iver

siti

es/

HE

Is

Stra

teg

y 1.

3.1

Rev

iew

, des

ign

an

d in

trod

uce

str

uct

ura

l ref

orm

s an

d b

rin

g in

ser

vice

s of

vis

ion

ary

com

pet

ent

acad

emic

s an

d

adm

inis

trat

ors

to a

ssis

t th

e h

igh

er m

anag

emen

t &

exe

cuti

ve o

ffi c

ers

- t

o en

gage

in s

trat

egic

pla

nn

ing,

man

agem

ent

and

mon

itor

ing

of p

rog

ram

mes

an

d a

ctiv

itie

s of

Un

iver

siti

es/

HE

Is

UG

C 1.

3.1.

1U

GC

to d

irect

all

Uni

vers

ities

/HE

Is t

o re

view

and

res

truc

ture

the

adm

inist

rativ

e st

ruct

ure

of U

nive

rsiti

es/H

EIs

with

rea

ssig

ning

and

red

efi n

ing

dutie

s alo

ng w

ith e

stab

lishm

ent

of n

ew

adm

inist

rativ

e /

coor

dina

ting

divi

sions

/uni

ts, if

such

div

ision

s/un

its d

o no

t exi

st fo

r; a)

Pla

nn

ing

and

Mon

itor

ing

- to

pro

mot

e st

rate

gic

plan

ning

and

man

agem

ent,

in u

nive

rsiti

es

b)

Aca

dem

ic D

evel

opm

ent

and

Pla

nn

ing

and

Qu

alit

y A

ssu

ran

ce -

to

prom

ote

acad

emic

deve

lopm

ent,

acad

emic

sync

hron

izat

ion,

int

er-fa

culty

res

ourc

e sh

arin

g, c

ours

es a

nd d

egre

e pr

ogra

mm

es, a

nd d

rive

and

coor

dina

te q

ualit

y as

sura

nce

prog

ram

me.

c) R

esea

rch

an

d I

nte

rnat

ion

al A

ffai

rs, -

to

prom

ote

rese

arch

and

inn

ovat

ions

, uni

vers

ity-

indu

stry

link

ages

, int

erna

tiona

l coo

pera

tion,

and

lias

e w

ith fo

reig

n sc

holar

s, st

uden

ts a

nd v

isito

rs,

etc.

d) H

um

an R

esou

rces

Dev

elop

men

t (St

aff

Dev

elop

men

t), (

alrea

dy in

plac

e; U

GC

has a

lread

y iss

ued

a ne

w c

ircul

ar; C

ircul

ar N

o. 9

37)

to p

rom

ote

in-s

ervi

ce s

taff

train

ing

in a

dmin

istra

tion,

ed

ucat

iona

l tec

hnol

ogies

and

use o

f IC

T to

ols i

n bl

ende

d, st

uden

t-cen

tere

d te

achi

ng an

d lea

rnin

ge)

Ext

ern

al D

egre

e an

d E

xten

sion

Cou

rses

– (

alrea

dy in

plac

e; U

GC

has

alrea

dy is

sued

a

new

circ

ular

– C

ircul

ar N

o. 9

32) –

to p

rovi

de, m

arke

t-orie

nted

, hig

h qu

ality

ext

erna

l deg

rees

and

ex

tens

ion

cour

ses

f) C

aree

r G

uid

ance

– (a

lread

y in

plac

e; U

GC

has a

lread

y iss

ued

a new

circ

ular

; Circ

ular

No.

934

) to

pro

vide

car

eer g

uida

nce

serv

ices a

nd a

ssist

indu

stria

l plac

emen

t pro

gram

mes

f) In

form

atio

n T

ech

nol

ogy

– (a

lread

y in

plac

e in

man

y un

iver

sities

; but

refo

rms

are

requ

ired)

; to

impr

ove

the

know

ledge

and

com

pete

ncies

of

ICT

of

stud

ents

and

sta

ff a

nd t

o pr

omot

e ad

optio

n of

IT-b

ased

Too

ls an

d M

anag

emen

t Inf

orm

atio

n Sy

stem

for r

outin

e wo

rkg)

En

glis

h a

nd

Nat

ion

al L

angu

age

Tea

chin

g -

to im

prov

e co

mpe

tenc

ies o

f st

uden

ts a

nd

staf

f in

Nat

iona

l lan

guag

es a

nd E

nglis

h h)

Stu

den

t Su

pp

ort

Serv

ices

an

d W

elfa

re

- (a

lread

y in

plac

e in

man

y un

iver

sities

; UG

C ha

s alr

eady

issu

ed a

new

circ

ular

; Circ

ular

No.

933

) to

impr

ove

effi c

iency

of

deliv

ery

of s

tude

nt

supp

ort s

ervi

ces a

nd to

opt

imiz

e st

uden

t welf

are

i) E

thn

ic H

arm

ony

and

Soc

ial

Coh

esio

n –

to

prom

ote

welf

are,

ethn

ic, c

ultu

ral a

nd s

ocial

co

hesio

n an

d ha

rmon

y.

k) S

tati

stic

s an

d M

anag

emen

t In

form

atio

n S

yste

m (M

IS) –

Col

lectio

n, c

ollat

ion,

ana

lysis

and

repo

rting

with

app

licat

ion

MIS

tool

sl)

Cu

ltu

ral

and

Aes

thet

ic A

ffai

rs

- t

o pr

omot

e cu

ltura

l and

aes

thet

ic ac

tiviti

es (

i.e. d

ram

a, th

eatre

, art,

mus

ic, d

ancin

g, li

tera

ry p

ursu

its, e

tc.)

amon

g st

uden

ts a

nd st

aff

Cadr

e, ca

pita

l an

d re

curr

ent

fund

s

VCH

/UG

C,

Sec./

UG

C .

and

VCs

&

Regi

stra

rs o

f U

nive

rsiti

es

SEC

1.3.

1.1


104

UG

C 1.

3.1.

2U

GC

to d

irect

all

Uni

vers

ities

/HE

Is to

attr

act e

min

ent a

nd v

ision

ary

acad

emics

and

ad

min

istra

tors

on

cont

ract

/ass

ignm

ent

basis

to

func

tion

as c

onsu

ltant

s /

advi

sors

/

dire

ctor

s /c

oord

inat

ors

to le

ad im

porta

nt D

irect

orat

es/D

ivisi

ons/

Cent

ers/

Uni

ts s

uch

as a

) Plan

ning

and

Mon

itorin

g, b

) Aca

dem

ic A

ffairs

& Q

ualit

y A

ssur

ance

, c) R

esea

rch

and

Inte

rnat

iona

l Affa

irs, d

) H

uman

Res

ourc

es D

evelo

pmen

t, e)

E

xter

nal D

egre

e an

d E

xten

sion

Cour

ses

f) Ca

reer

Gui

danc

e, g)

Inf

orm

atio

n Te

chno

logy

, h) E

nglis

h &

N

atio

nal L

angu

ages

, i) H

uman

Res

ourc

es D

evelo

pmen

t, j)

Eth

nic

Har

mon

y &

Soc

ial

Cohe

sion,

k)

Stat

istics

& M

anag

emen

t In

form

atio

n Sy

stem

(M

IS),

and

l) Cu

ltura

l &

Aes

thet

ic A

ffairs

),

Uni

vers

ity

Recu

rren

t Fu

nds

VCH

/UG

C , S

ec./

UG

C

and

VCs

of

Uni

vers

ities

SEC

1.3.

1.2

UG

C 1

.3.1

.3U

GC

to d

irect

all

Uni

vers

ities

/HE

Is to

pre

pare

, pub

lish

and

dist

ribut

e or

gani

zatio

nal

stru

ctur

e an

d fu

nctio

ns o

f ce

ntra

l adm

inist

ratio

n of

Uni

vers

ities

/HE

Is a

nd d

uties

for

divi

sions

/sub

-div

ision

s/un

its a

nd o

ffi ce

rs/s

uppo

rt st

aff

NA

FRSe

c./U

GC

& V

Cs/

Regi

stra

rs o

f U

nive

rsiti

es

SEC

1.3

.1.3

UG

C 1

.3.1

.4U

GC

to d

irect

all

Uni

vers

ities

/HE

Is to

pre

pare

, pub

lish

and

dist

ribut

e or

gani

zatio

nal

stru

ctur

e an

d fu

nctio

ns o

f ce

ntra

l adm

inist

ratio

n of

Uni

vers

ities

/HE

Is a

nd d

uties

for

divi

sions

/sub

-div

ision

s/un

its a

nd o

ffi ce

rs/s

uppo

rt st

aff

NA

FRSe

c./U

GC

Hea

d/H

RDH

RD 1

.3.1

.4

UG

C 1.

3.1.

5U

GC

to p

repa

re g

uide

lines

alo

ng w

ith c

ircul

ar i

nstr

uctio

ns t

o all

Uni

vers

itie/

HE

Is

com

men

ce r

ewar

d/re

cogn

ition

sch

eme

for

high

per

form

ing

acad

emic

and

non-

acad

emic

staf

f an

d st

uden

ts

NA

FRSe

c./U

GC,

H

ead/

HRD

an

d V

Cs o

f U

nive

rsiti

es

HRD

1.3

.1.5

Stra

teg

y 1.

3.2

Imp

rove

tec

hn

ical

exp

erti

se a

nd

pro

fess

ion

alis

m o

f st

aff

of U

niv

ersi

ties

/H

EIs

by

stre

ngt

hen

ing

staf

f d

evel

opm

ent

and

h

um

an r

esou

rces

man

agem

ent

cap

acit

y

UG

C 1.

3.2.

1U

GC

to d

evelo

p an

d iss

ue P

olicy

Fra

mew

ork

on S

taff

Dev

elopm

ent

in U

GC

and

Uni

vers

ities

/HE

Is

-

Inst

itutio

nal

Arr

ange

men

t, G

over

nanc

e an

d M

anag

emen

t Pr

oced

ures

, Aca

dem

ic, A

dmin

istra

tive

and

Fina

ncial

Reg

ulat

ions

gov

erni

ng t

he S

taff

D

evelo

pmen

t Pro

gram

mes

of

UG

C an

d U

nive

rsiti

es/H

EIs

and

issu

e to

Uni

vers

ities

/H

EIs

(Sa

me

as 1

.1.2

.1).

NA

FRSe

c./U

GC

SEC

1.3.

2.1.

UG

C 1.

3.2.

2U

GC

and

WB-

HE

TC P

rojec

t to

spe

arhe

ad

a pr

ogra

mm

e to

reo

rgan

ize

Staf

f D

evelo

pmen

t Cen

ters

of

all U

nive

rsiti

es/H

EIs

– in

ord

er to

stre

ngth

en th

eir p

hysic

al re

sour

ces a

nd re

focu

s the

ir ac

tiviti

es w

ith a

view

to d

evelo

p th

e ca

pacit

y to

des

ign

and

cond

uct r

egul

ar in

-ser

vice

train

ing

prog

ram

mes

for a

cade

mic,

adm

inist

rativ

e an

d no

n-ac

adem

ic an

d su

ppor

t sta

ff

UG

C &

WB-

HE

TCSe

c./U

GC

and

Hea

d/H

RDU

and

D

/SD

Cs

HRD

U

1.3.

2.2


105

UG

C 1

.3.2

.3H

RDU

/UG

C to

spea

rhea

d a

staf

f de

velo

pmen

t pro

gam

me

in li

aison

with

SD

Cs o

f all

U

nive

rsiti

es/H

EIs

to p

rovi

de re

gular

in-s

ervi

ce tr

ainin

g pr

ogra

mm

es fo

r all

cate

gorie

s of

sta

ff –

on

(a)

hig

her

man

agem

ent,

b) a

cade

mic

staf

f, c)

adm

inist

rativ

e st

aff,

d)

tech

nica

l sta

ff a

nd e

) cler

ical s

taff

) in

i) g

ener

al ad

min

istra

tive

proc

edur

es, i

i) fi n

ancia

l m

anag

emen

t pro

cedu

res,

recr

uitm

ent,

prom

otio

n &

leav

e pr

oced

ures

, iii)

disc

iplin

ary

proc

edur

es a

nd iv

) plan

ning

, plan

impl

emen

tatio

n an

d m

onito

ring

proc

edur

es

UG

C &

WB-

HE

TCH

ead/

HRD

HRD

U, D

/SD

C an

d C/

WB-

HE

TC

HRD

U

1.3.

2.3

UG

C 1.

3.2.

4U

GC

to d

irect

all

Uni

vers

ities

/HE

Is to

ado

pt a

sui

tabl

e H

RM p

acka

ge -

to in

culca

te

proa

ctiv

e pe

rfor

man

ce o

rient

ed w

ork

cultu

re a

nd im

prov

e offi c

e m

anag

emen

t in

all

univ

ersit

ies/H

EIs

WB-

HE

TCSe

c./U

GC

& V

Cs &

Re

gist

rars

of

Uni

vers

ities

SEC

1.3.

2.4

UG

C 1.

3.2.

5U

GC

to d

evelo

p an

d iss

ue c

odes

of

ethi

cs a

nd p

ract

ices f

or S

tude

nts a

nd S

taff

- i.e

. a)

Uni

vers

ity S

tude

nt C

harte

r fo

r St

uden

ts, b

) Aca

dem

ic St

aff

Char

ter

for

Aca

dem

ic St

aff,

c) N

on-a

cade

mic

Staf

f Ch

arte

r for

Non

-aca

dem

ic St

aff,

d) C

itize

ns C

harte

r and

e)

Cod

es o

f Pr

actic

e, Co

nduc

t and

Eth

ics (s

ame

as th

e A

ctiv

ity U

GC

1.2.

1.3

& 3

.1.1

.2)

NA

FRSe

c./U

GC

& L

egal

Div

ision

SEC

1.3.

2.5

HRD

1.3

.2.5

GA

D

1.3.

2.5

LGL

1.3.

2.5

Stra

teg

y 1.

3.3

Imp

rove

th

e ca

pac

ity

and

effi

cie

ncy

of

Inte

rnal

Au

dit

Div

isio

ns

of a

ll U

niv

ersi

ties

/H

EIs

- t

o m

onit

or t

he

gove

rnan

ce

and

man

agem

ent

of U

niv

ersi

ties

/H

EIs

rep

ort

to t

he

Gov

ern

ing

Cou

nci

ls o

n a

nnu

al b

asis

UG

C 1.

3.3.

1U

GC

to d

irect

all

Uni

vers

ities

/HE

Is t

o re

orga

nize

and

em

pow

er t

he I

nter

nal A

udit

Div

ision

s as e

ffect

ive

and

effi c

ient m

onito

ring

bodi

es o

f go

vern

ance

and

man

agem

ent

NA

FR

Sec./

UG

C,

CIA

/U

GC

&

VCs

&

Regi

stra

rsA

uD 1

.3.3

.1

UG

C 1.

3.3.

2U

GC

to d

irect

all

Inte

rnal

Aud

it D

ivisi

on o

f all

Uni

vers

ities

/HE

to c

ondu

ct r

egul

ar

audi

ts o

f Fa

culti

es/D

epar

tmen

ts/C

ente

rs/U

nits

to

mon

itor

the

man

agem

ent

and

fi nan

cial

proc

edur

es a

nd r

epor

t to

the

Gov

erni

ng C

ounc

il/Bo

ards

of

Uni

vers

ities

/H

EIs

for r

eview

and

intro

duce

rem

edial

mea

sure

sN

AFR

Sec./

UG

C ,

CIA

/UG

C,

VCs

&

Regi

stra

rs o

f U

nive

rsiti

es

AuD

1.3

.3.2

UG

C 1

.3.3

.3U

GC

to d

evelo

p an

d iss

ue gu

ideli

nes

and

dire

ctiv

es em

pow

erin

g Aud

it an

d M

anag

emen

t Co

mm

ittee

of

Uni

vers

ities

/HE

Is t

o pe

rfor

m i

ts f

unct

ions

m

ore

effe

ctiv

ely a

nd

effi c

iently

with

requ

ired

auth

ority

. N

AFR

Sec./

UG

C,

CIA

/AD

A

uD 1

.3.3

.3


106

Stra

teg

y 1.

3.4

Est

ablis

h &

Ste

ngt

hen

Qu

alit

y A

ssu

ran

ce S

yste

m in

all

Un

iver

siti

es/

HE

Is

UG

C 1.

3.4.

1A

ll U

nive

rsiti

es/H

EIs

to

esta

blish

and

/ o

r st

reng

then

Int

erna

l Q

ualit

y A

ssur

ance

sy

stem

– a

dopt

the

guid

eline

s iss

ued

by th

e U

GC

and

esta

blish

IQA

Uni

ts a

t Uni

vers

ity

& H

EI l

evel

and

IQA

Cell

s at f

acul

ty le

vel a

nd im

plem

ent I

QA

pro

cedu

res

NA

FRSe

c./U

GC

SEC

1.3.

4.1

UG

C 1.

3.4.

2A

ll U

nive

rsiti

es/H

EIs

to su

bmit

the

inst

itutio

ns a

nd a

ll st

udy

prog

ram

mes

for t

he 2

nd

roun

d of

ext

erna

l rev

iew (i

.e. P

roce

ss a

nd P

erfo

rman

ce R

eview

) W

B-H

ETC

Sec./

UG

CSE

C 1.

3.4.

2

UG

C 1.

3.4.

3A

ll U

nive

rsiti

es/H

EIs

vol

unta

rily

to s

ubm

it st

udy

prog

ram

mes

and

ins

titut

ions

for

ac

cred

itatio

n –

eithe

r to

QA

A C

ounc

il or

Acc

redi

tatio

n Co

uncil

s of

prof

essio

nal b

odies

WB-

HE

TCSe

c./U

GC

SEC

1.3.

4.3


107

Goal 2 Enhance the effi ciency of Financial Disbursement and Accountability of the use of the funds voted by Parliament as well as from other sources (foreign and earned) in respect of university education

Objective 2.1 To improve the capacity of the UGC in fi nancial planning, apportionment and monitoring

Objective 2.2 To improve capacity of Universities/HEIs in fi nancial management with required transparency, accountability and effi ciency.

Objective 2.3 To reduce the resource gap by facilitating the Universities/HEIs to become entrepreneurial universities to engage in income generating activities


108

Ob

ject

ive

2.1

To

imp

rove

th

e ca

pac

ity

of U

GC

in fi

nan

cial

pla

nn

ing,

ap

por

tion

men

t an

d m

onit

orin

g

Stra

teg

y 2.

1.1

Inst

itu

te r

efor

ms

into

th

e or

gan

izat

ion

al s

tru

ctu

re o

f th

e U

GC

Fin

ance

Div

isio

n a

nd

rev

iew

an

d r

evis

e fi

nan

cial

m

anag

emen

t p

roce

du

res

and

dev

elop

pro

acti

ve a

nd

per

form

ance

ori

ente

d w

ork

pro

ced

ure

s an

d c

ult

ure

Act

ivit

ies

Act

ivit

y C

ode

Des

crip

tion

(brie

f de

script

ion of

the a

ctivit

y)

Sou

rce

of

Fu

nd

ing

(if

relev

ant)

Res

pon

sib

ility

(W

ho w

ill

unde

rtake

the

activ

ity)

Ref

eren

ce

to A

ctio

n

Pla

ns

of

(i.e.

Part

II of

th

e CP)

Tim

e Sc

hed

ule

Y1

Y2

Y3

Y5

Y6

UG

C 2.

1.1.

1Re

view

the

exist

ing

stru

ctur

e, fu

nctio

ns a

nd p

erfo

rman

ce o

f th

e U

GC

Fina

nce

Div

ision

an

d, if

nec

essa

ry in

trodu

ce s

truc

tura

l ref

orm

s to

ens

ure

grea

ter

divi

sion

of la

bour

for

pl

anni

ng, a

ppor

tionm

ent a

nd m

onito

ring

and

enha

nce

effi c

iency

.N

AFR

Hea

d/Fi

nanc

e FD

2.

1.1.

1

UG

C 2.

1.1.

2Re

view

of

exist

ing fi n

ancia

l man

agem

ent p

roce

dure

s and

relat

ed ci

rcul

ars a

nd if

nec

essa

ry

stre

amlin

e pr

oced

ures

and

circ

ular

s with

resp

ect o

f an

nual fi n

ancia

l plan

ning

, dev

elopi

ng

fund

ing

and

fund

disb

urse

men

t crit

eria.

NA

FRH

ead/

Fina

nce

FD

2.1.

1.2

UG

C 2

.1.1

.3

UG

C to

con

duct

regu

lar su

perv

ision

and

mon

itorin

g of

fi na

ncial

man

agem

ent o

f hi

gher

ed

ucat

iona

l ins

titut

ions

and

facil

itate

relea

se o

f all

otte

d fu

nds f

rom

the T

reas

ury o

n re

gular

an

d sp

eedy

man

ner.

NA

FR

Hea

d/Fi

nanc

e &

B/

Uni

vers

ities

FD

2.1.

1.3


109

UG

C 2.

1.1.

4

Fina

nce

Div

ision

of

UG

C in

liais

on w

ith H

RDU

of

UG

C an

d W

B-H

ETC

to d

esig

n an

d co

nduc

t in-

serv

ice tr

ainin

g pr

ogra

mm

es fo

r all

offi c

ers o

f th

e Fi

nanc

e D

ivisi

ons o

f U

GC

and

Uni

vers

ities

/HE

Is

UG

C &

WB-

HE

TC

Hea

d/Fi

nanc

e &

H

ead/

HRD

FD

2.1.

1.4

HRD

U

2.1.

1.4

UG

C 2.

1.1.

5

Ado

ptio

n of

a su

itabl

e H

RM p

acka

ge to

incu

lcate

pro

activ

e, pe

rfor

man

ce o

rient

ed w

ork

cultu

re a

nd im

prov

e ‘h

ouse

kee

ping

’ and

offi

ce m

anag

emen

t pro

cedu

re (s

ame

as A

ctiv

ity

1.2.

2.5

& 5

.1.1

.5)

UG

C &

WB-

HE

TC

Sec./

UG

CH

ead/

ED

Hea

d/G

AD

FD2.

1.1.

5E

D

2.1.

1.5

Ob

ject

ive

2.2

To

imp

rove

cap

acit

y of

Un

iver

siti

es/

HE

Is in

fi n

anci

al m

anag

emen

t w

ith

req

uir

ed t

ran

spar

ency

, ac

cou

nta

bili

ty a

nd

effi

cie

ncy

Stra

teg

y 2.

2.1

Inst

itu

te r

efor

ms

into

th

e or

gan

izat

ion

al s

tru

ctu

re o

f th

e F

inan

ce D

ivis

ion

s of

Un

iver

siti

es/

HE

Is a

nd

imp

rove

fi

nan

cial

man

agem

ent

cap

acit

y an

d d

evel

op p

roac

tive

an

d p

erfo

rman

ce o

rien

ted

wor

k cu

ltu

re

UG

C 2.

2.1.

1

UG

C to

initi

ate

refo

rms

into

all fi n

ancia

l man

agem

ent

activ

ities

in U

nive

rsiti

es/H

EIs

-

revi

ew th

e ex

istin

g str

uctu

re of

fi na

nce

divisi

ons

of a

nd p

roced

ures

those

that

are

to be

follo

wed

by U

niver

sities

/HE

Is an

d in

trodu

ce ref

orm,

of

requi

red to

enha

nce t

he ca

pacit

y of

them

to en

gage

in

fi nan

cial p

lanni

ng, d

isbur

semen

t and

mon

itorin

g

NA

FRH

ead/

Fina

nce

&

VC.

R, B

FD

2.2.

1.1

UG

C 2.

2.1.

2

Staf

f D

evelo

pmen

t Ce

ntre

s of

all

Uni

vers

ities

/HE

Is in

liais

on w

ith H

RDU

of

UG

C de

sign

and

cond

uct

staf

f tra

inin

g pr

ogra

mm

es o

n fi n

ancia

l man

agem

ent,

proc

urem

ent

and

inve

ntor

y co

ntro

l pro

cedu

res f

or a

cade

mic

and

non-

acad

emic

staf

f

UG

C &

WB-

HE

TC

Hea

d/Fi

nanc

e &

H

RD

SEC

2.2.

1.2


110

UG

C 2

.2.1

.3

All

Uni

vers

ities

/HE

Is

to i

ntro

duce

a s

uita

ble

HRM

pac

kage

to

incu

lcate

pro

activ

e, pe

rfor

man

ce o

rient

ed w

ork

cultu

re a

nd im

prov

e ‘h

ouse

kee

ping

’ and

offi

ce m

anag

emen

t pr

oced

ures

for c

entra

l adm

inist

ratio

n an

d fo

r uni

ts (f

acul

ties,

inst

itute

s, ce

nter

s, un

its, e

tc.)

(sam

e as

Act

ivity

1.3

.2.4

).

UG

C &

WB-

HE

TC

Sec/

UG

C H

ead/

Fina

nce

SEC

2.2.

1.3

FD

2.2.

1.3

Ob

ject

ive

2.3

To

red

uce

th

e re

sou

rce

gap

by

faci

litat

ing

the

Un

iver

siti

es/

HE

Is t

o b

ecom

e en

trep

ren

euri

al U

niv

ersi

ties

/H

EIs

to

enga

ge in

inco

me

gen

erat

ing

acti

viti

es

Stra

teg

y 2.

3.1

Inst

itu

te a

pp

rop

riat

e fi

nan

cial

man

agem

ent

and

mon

itor

ing

pro

ced

ure

s re

late

d t

o in

com

e ge

ner

atio

n a

nd

d

isb

urs

emen

t

UG

C 2.

3.1.

1U

GC,

in ac

cord

ance

with

Tre

asur

y Circ

ular

s to

deve

lop fi n

ancia

l man

agem

ent r

egul

atio

ns,

guid

eline

s a

nd b

udge

ting

form

ats

spec

ifi c

for

inco

me

gene

ratio

n ac

tiviti

es (i

.e. fe

e-levy

ing

degre

e/dip

loma/

certifi

cate

level

train

ing p

rogra

mmes,

con

sulta

ncies

, con

tract

resea

rch p

rogra

mmes,

etc.)

an

d di

sbur

sem

ent p

roce

dure

s and

prin

t and

issu

e to

all

univ

ersit

ies

NA

FRH

ead/

Fina

nce

FD

2.3.

1.1

UG

C 2.

3.1.

2U

GC

Fina

nce

Div

ision

in li

aison

with

HRD

U a

nd S

DCs

, Int

erna

l Aud

it D

ivisi

ons

of

UG

C an

d U

nive

rsiti

es/H

EIs

to

cond

uct

train

ing

for

the

staf

f o

f F

inan

ce D

ivisi

ons,

and

acad

emic

and

tech

nica

l sta

ff o

f U

nive

rsiti

es/H

EIs

on

man

agin

g in

com

e ge

nera

ting/

cons

ulta

ncies

/self

-fi na

ncin

g ac

tiviti

es

NA

FRH

ead/

Fina

nce

FD

2.3.

1.2

HRD

U

2.3.

1.2


111

Goal 3 Improve Quality and Relevance of Academic

Programmes and Research and Innovation Outputs of Universities/HEIs

Objectives 3.1 To improve loyalty, allegiance and commitment of academic staff and quality culture within Universities/HEIs

Objective 3.2 To improve quality of curricula, teaching and training methods, learning support services and learning environment

Objective 3.3 To improve the capacity of universities / HEIs to provide adequate training on ‘generic skills’ to all undergraduates

Objective 3.4 To promote inter-faculty and inter-university corporation and resource sharing

Objective 3.5: To improve research and innovation output of universities / HEIs


112

Ob

ject

ive

3.1

To

imp

rove

loya

lty,

alle

gian

ce a

nd

com

mit

men

t of

aca

dem

ic s

taff

an

d q

ual

ity

cult

ure

wit

hin

Un

iver

siti

es/

HE

Is

Stra

teg

y 3.

1.1

Con

tinu

es e

nga

gem

ent

in h

um

an c

apit

al b

uild

ing

and

ad

opti

on o

f a

cod

es o

f p

ract

ice

and

eth

ics

and

per

form

ance

-b

ased

eva

luat

ion

an

d r

ewar

ds

syst

em

Act

ivit

ies

Act

ivit

y C

ode

Des

crip

tion

(brie

f de

script

ion of

the a

ctivit

y)So

urc

e of

F

un

din

g(if

relev

ant)

Res

pon

sib

ility

W

ho w

ill u

ndert

ake

the a

ctivit

y)

Ref

eren

ce

to A

ctio

n

Pla

ns

(i.e.

Part

II of

the

CP)

Tim

e Sc

hed

ule

201

1-20

16

Y1

Y2

Y3

Y5

Y6

UG

C 3.

1.1.

1

SDCs

of

all U

nive

rsiti

es/H

EIs

in li

aison

with

HRD

U o

f U

GC

and

to d

esig

n an

d of

fer

train

ing

prog

ram

mes

for

the

aca

dem

ic st

aff

on a

) ge

nera

l &

fi n

ancia

l ad

min

istra

tion,

b)

educ

atio

n te

chno

logy

and

c) u

se o

f IC

T to

ols

and

tech

niqu

es f

or a

cade

mic

teac

hing

, tra

inin

g an

d lea

rnin

g (L

inke

d to

UG

C 1.

1.2.

5)

UG

C &

W

B-H

ETC

Hea

d/H

RD,

D/

SDCs

HRD

U

3.1.

1.1

UG

C 3.

1.1.

2

All

Uni

vers

ities

/ H

EIs

to a

dopt

Cha

rters

, Cod

es o

f Pr

actic

e, Co

nduc

t & E

thics

for

stud

ents

and

st

aff

issue

d by

the

UG

C - i

.e. U

nive

rsity

Stu

dent

Cha

rter),

b) A

cade

mic

Staf

f (i.

e. A

cade

mic

Staf

f Ch

arte

r), c

) N

on-a

cade

mic

Staf

f (i.

e. N

on-a

cade

mic

Staf

f Ch

arte

r), d

) Ci

tizen

s Ch

arte

r an

d e)

Co

des o

f Pr

actic

e, Co

nduc

t & E

thics

(sam

e as

UG

C 1.

2.1.

3 &

1.3

.2.5

)

UG

C

Recu

rren

t Fu

nds

Sec./

UG

C &

SA

R/Le

gal

Div

ision

SEC

3.1.

1.2

LGL

3.1.

1.2

UG

C 3

.1.1

.3

All

Uni

vers

ities

/HE

Is

adop

t U

GC

guid

eline

s an

d cir

cular

inst

ruct

ions

on

perf

orm

ance

-bas

ed

evalu

atio

n fo

r gr

antin

g in

crem

ents

and

pro

mot

ions

for

bot

h ac

adem

ic an

d no

n-ac

adem

ic st

aff

(sam

e as

UG

C 1.

3.1.

4).

NFR

Hea

d/A

AD

Sec/

UG

CH

ead/

HRD

SEC

3.1.

1.3

HRD

3.

1.1.

3


113

Stra

teg

y 3.

1.2

Stre

ngt

hen

ing

and

en

forc

emen

t of

Tot

al Q

ual

ity

Imp

rove

men

t Sy

stem

wit

hin

Un

iver

siti

es/

HE

Is

UG

C 3.

1.2.

1

All

Uni

vers

ities

/HE

Is to

est

ablis

h In

tern

al Q

ualit

y A

ssur

ance

(IQ

A) m

echa

nism

–

– th

at is

esta

blish

ment

of IQ

A U

nit a

t Uni

versit

y/H

EI l

evel,

appo

intin

g Sen

ate S

tand

ing C

ommi

ttee o

n Q

ualit

y A

ssura

nce,

estab

lishm

ent

of I

QA

Cell

s at

Fac

ulty

Level

, ap

poin

ting

Facu

lty B

oard

Com

mitte

e on

Qua

lity

Assu

ranc

e and

comm

encem

ent o

f reg

ular i

ntern

al rev

iew o

f in

stitu

tion

and

facult

ies a

nd d

epar

tmen

ts, &

stud

y pr

ogra

mmes

(i.e.

adop

t Circ

ular i

nstru

ction

s, ma

nuals

and

guide

lines

on IQ

A sy

stem

issue

d by

the U

GC;

Lin

ked

to A

ctivit

y 1.2

.3.5

).

NA

FR

Sec./

UG

C D

/Q

AAC

QA

AC

3.1.

2.1

UG

C

3.1.

2.1

UG

C 3.

1.2.

2

All

Uni

vers

ities

to su

bmit

their

inst

itutio

ns a

nd a

ll st

udy

prog

ram

mes

per

iodi

cally

for t

he E

xter

nal

Revi

ew -

cond

ucted

by th

e QA

AC

at pe

riodic

inter

vals

and

take

step

s to i

mplem

ent r

ecomm

enda

tions

comi

ng ou

t fro

m su

ch re

views

(Lin

ked

to A

ctivit

y 1.2

.3.6

).N

FR

Sec./

UG

C &

D/

QA

AC

SEC

3.1.

2.1

QA

AC

3.1.

2.2

UG

C 3.

1.2.

3

All

univ

ersit

ies &

HE

Is t

o ad

opt

annu

al pe

rform

ance-

based

eva

luatio

n an

d co

mm

ence

rew

ard

/ re

cogn

ition

sche

me

for h

igh

perf

orm

ing

stud

ents,

aca

dem

ics a

nd a

cade

mic

supp

ort-s

taff

- ba

sed on

rep

orts

(Lin

ked

to A

ctivit

y 1.3

.1.5

) .W

B-H

ETC

Sec.

/U

GC

and

Hea

d/H

RDD

/Q

AAC

SEC

3.1.

2.3

HRD

3.

1.2.

3 Q

AAC

3.

1.2.

3

UG

C 3.

1.2.

4 A

ll un

iver

sities

and

all

stud

y pr

ogra

mm

es to

see

k ac

cred

itatio

n - f

rom

the Q

AA

C or

from

a su

itable

ac

credit

ing a

gency

(Lin

ked

to A

ctivit

y 1.2

.3.5

) W

B-H

ETC

Sec./

UG

C &

D/

QA

AC

SEC

3.1.

2.4

QA

AC

3.1.

2.4


114

Ob

ject

ive

3.2

T

o im

pro

ve q

ual

ity

of c

urr

icu

la o

f st

ud

y p

rog

ram

mes

, tea

chin

g an

d t

rain

ing

met

hod

s, le

arn

ing

sup

por

t se

rvic

es a

nd

lear

nin

g en

viro

nm

ent

Stra

teg

y 3.

2.1

Imp

rove

th

e ca

pac

ity

of U

niv

ersi

ties

/H

EIs

to

enga

ge in

con

tinu

es a

cad

emic

pro

gra

mm

e d

evel

opm

ent,

pla

nn

ing

and

mon

itor

ing

UG

C 3.

2.1.

1U

GC

to e

stab

lish

a ‘L

abor

Mar

ket

Obs

erva

tory

’ w

ithin

the

Div

ision

of

Stat

istics

and

MIS

of

the

UG

C to

ass

ess

quali

ty a

nd p

erfo

rman

ce o

f un

iver

sity

grad

uate

s an

d as

sess

the

cur

rent

and

em

ergi

ng h

uman

reso

urce

s nee

ds a

nd d

issem

inat

e th

is in

form

atio

n to

Uni

vers

ities

/HE

Is

NA

FRSe

c./U

GC

& H

ead/

M

IS

MIS

D

3.2.

1.1

UG

C 3.

2.1.

2U

GC

to is

sue

circu

lar in

stru

ctio

ns t

o all

uni

vers

ities

to

esta

blish

i) S

enat

e St

andi

ng C

omm

ittee

ca

lled

“Aca

dem

ic D

evelo

pmen

t and

Plan

ning

”, ii

) Dire

ctor

ate/

Div

ision

/Uni

t of

Aca

dem

ic A

ffairs

, an

d iii

) Cur

ricul

um D

evelo

pmen

t Com

mitt

ees a

t Fac

ulty

leve

l (if

thes

e ar

e no

t in

plac

e) w

hich

will

fa

cilita

te d

esig

n an

d de

velo

pmen

t and

inte

rnal

evalu

atio

n of

pro

posa

ls re

lated

curr

iculu

m re

visio

ns,

new

cou

rses

, new

deg

ree

prog

ram

mes

, est

ablis

hmen

t of

new

dep

artm

ents

/fac

ultie

s, an

d dr

ive

and

coor

dina

te in

tern

al qu

ality

ass

uran

ce in

liais

on w

ith Q

AAC

of

UG

C an

d ot

her A

ccre

ditin

g Bo

dies

NA

FRSe

c./ U

GC

SEC

3.2.

1.2

UG

C 3

.2.1

.3U

GC

thro

ugh

the

resp

ectiv

e St

andi

ng C

omm

ittee

s to

reg

ular

ly re

view

stu

dy p

rogr

amm

es a

nd

deve

lop

and

issue

gui

delin

es f

or r

espe

ctiv

e st

eam

s of

stu

dy p

rogr

amm

es

- w

ith r

espe

ct t

o a)

st

ruct

ure

of s

tudy

pro

gram

me,

b) l

abeli

ng o

f de

gree

pro

gram

mes

, c)

cre

dit

and

qualifi c

atio

n fr

amew

ork,

d) p

re-re

quisi

tes o

r req

uire

men

t to

be fu

lfi lle

d in

des

igni

ng o

f ne

w d

egre

e pro

gram

mes

/

and

prop

osin

g ne

w d

epar

tmen

ts /

facu

lties

and

e) U

GC

evalu

atio

n an

d ap

prov

al pr

oced

ures

of

such

pro

posa

ls (s

ame

as U

GC

4.1.

1.2)

.

UG

C &

WB-

HE

TC

Sec./

UG

C

& H

ead/

Aca

dem

ic an

d A

dmiss

ion

AA

D

3.2.

1.3

UG

C 3.

2.1.

4U

GC

thro

ugh

Stan

ding

Com

mitt

ees o

f all

Uni

vers

ities

/HE

Is to

mon

itor q

ualit

y an

d re

levan

ce o

f re

spec

tive s

tudy

pro

gram

mes

, in

ever

y 5 ye

ars t

o as

sess

dem

and,

revi

ew sc

ope a

nd f

ocus

, str

uctu

re

of d

egre

e pr

ogra

mm

es

(with

res

pect

to f

ound

atio

n, c

ore

and

supp

lemen

tary

sub

-pro

gram

mes

) an

d te

achi

ng, t

rain

ing

and

evalu

atio

n m

etho

ds a

nd d

esig

n an

d im

plem

ent

appr

opria

te r

efor

ms/

impr

ovem

ents

NA

FRSe

c./U

GC

& H

ead/

AA

D

AA

D

3.2.

1.4


115

UG

C 3.

2.1.

5U

GC

(thro

ugh

the

PG S

tand

ing

Com

mitt

ee)

to r

eview

the

sta

tus

of P

G s

tudy

and

res

earc

h pr

ogra

mm

es c

ondu

cted

by

Facu

lties

of

Gra

duat

e St

udies

(FG

Ss)/

Facu

lties

/PG

inst

itute

s (P

GIs

) an

d de

velo

p an

d iss

ue P

olicy

Fra

mew

ork

and

Gui

delin

es fo

r Con

duct

ing

PG S

tudy

Pro

gram

mes

by

PGFs

, Fa

culti

es &

PG

Is (s

imila

r to

wha

t has

bee

n do

ne fo

r ED

P-E

Cs, S

taff

Dev

elopm

ent,

Care

er

Gui

danc

e, et

c.) (S

ame

as U

GC

4.4.

1.1)

NA

FRSe

c./U

GC

Hea

d/A

cade

mic

and

Adm

issio

n &

D/Q

AAC

AC &

A

M

3.2.

1.5

Stra

teg

y 3.

2.2

Pro

mot

e st

ud

ent-

cen

tere

d le

arn

ing

by

imp

rovi

ng

teac

hin

g re

sou

rces

, tea

chin

g an

d le

arn

ing

met

hod

s, a

sses

smen

t &

eva

luat

ion

met

hod

s an

d le

arn

er s

up

por

t se

rvic

es

UG

C 3.

2.2.

1SD

Cs o

f all

uni

vers

ities

to o

ffer t

rain

ing

prog

ram

mes

on

educ

atio

n te

chno

logy

in p

artn

ersh

ip w

ith

HRD

U o

f U

GC

– les

son p

lanni

ng, l

earn

ing r

esour

ces d

evelop

ment

, tea

chin

g and

train

ing m

ethod

s, as

sessm

ents

meth

ods,

ICT

tools

and

tech

niqu

es a

pplic

ation

s in

highe

r edu

catio

n (L

inke

d to

Acti

vity 1

.3.2

.2 &

1.3

.2.3

).

UG

C &

W

B-H

ETC

Sec/

UG

CH

ead/

HRD

SEC

3.2.

2.1

HRD

U

3.2.

2.1

UG

C 3.

2.2.

2A

ll U

nive

rsiti

es/H

EIs

to p

rom

ote a

cade

mics

to d

evelo

p te

achi

ng &

lear

ning

mat

erial

and

reso

urce

s - i

.e. in

prin

t, com

puter

-bas

ed, o

n-lin

e mat

erial,

etc)

to fac

ilita

te stu

dent

-cent

ered

learn

ing.

UG

C &

W

B-H

ETC

Sec/

UG

C H

ead/

HRD

SEC

3.2.

2.2

HRD

U

3.2.

2.2

UG

C 3.

2.2.

3A

ll un

iver

sities

to

stre

ngth

en a

cade

mic

and

care

er c

ouns

eling

and

tut

orial

ser

vice

s fo

r st

uden

ts

(Lin

ked

to A

ctivit

y 1.3

.1.1

)U

GC

Fund

s

Sec/

UG

CD

/Q

AAC

SEC

3.2.

2.3

D/

QA

AC

UG

C 3.

2.2.

4A

ll un

iver

sities

to c

omm

ence

use

of

stud

ent f

eed-

back

and

pee

r re

view

as

met

hods

to im

prov

e te

achi

ng a

nd tr

ainin

g co

mpe

tenc

ies o

f ac

adem

ic st

aff

– as

a c

ompo

nent

of

IQA

sys

tem

((Li

nked

to

Acti

vity 1

.2.3

.5).

NA

FRSe

c/U

GC

D/

QA

AC

SEC

3.2.

2.4

QA

AC

3.2.

2.4


116

Stra

teg

y 3.

2.3

Imp

rove

ava

ilab

ility

an

d a

cces

s to

aca

dem

ic t

each

ing

an

d t

rain

ing

faci

litie

s, r

esou

rces

, an

d le

arn

ing

envi

ron

men

t -

commo

n am

eniti

es su

ch a

s resi

dent

ial &

hea

lthca

re fac

ilitie

s, lib

rarie

s and

, IT

Cent

ers/U

nits,

Car

eer G

uida

nce U

nits,

Stu

dent

s Cen

ters,

spor

ts fac

ilitie

s, cu

ltura

l cen

ters,

cafet

eria,

rest r

ooms

, etc.

UG

C 3.

2.3.

1U

GC

Infr

astr

uctu

re D

evelo

pmen

t D

ivisi

on u

nder

the

guid

ance

of

Com

mitt

ee o

n In

fras

truc

ture

D

evelo

pmen

t to

dev

elop

issue

sta

ndar

ds a

nd n

orm

s fo

r de

velo

ping

infr

a-st

ruct

ure

facil

ities

of

Uni

vers

ities

/ H

EIs

, and

dev

elop

and

adop

t crit

eria

and

evalu

atio

n pr

oced

ures

of

infr

astr

uctu

re

prop

osals

subm

itted

by

univ

ersit

ies/h

ighe

r edu

catio

nal i

nstit

utio

ns.

UG

C

Sec./

UG

C an

d PD

/ID

D

IDD

3.

2.2.

1

UG

C 3.

3.3.

2U

GC

and

Uni

vers

ities

/HE

Is j

oint

ly to

dev

elop

infr

astr

uctu

re m

aste

r pl

ans

for

infr

astr

uctu

re

deve

lopm

ent

of U

nive

rsiti

es/H

EIs

and

see

k lo

cal a

nd f

oreig

n fu

nds

to im

prov

e in

fras

truc

ture

fa

ciliti

es in

all U

nive

rsiti

es w

hile

givi

ng d

ue p

riorit

y for

new

ly es

tabl

ished

uni

vers

ities

and

univ

ersit

ies

esta

blish

ed in

Nor

ther

n an

d E

aste

rn p

rovi

nces

to

deve

lop

labor

ator

y fa

ciliti

es, l

ectu

re t

heat

res,

libra

ry fa

ciliti

es, s

ports

facil

ities

, IT

infr

astr

uctu

re fa

ciliti

es, c

ultu

ral f

acili

ties,

host

els a

nd c

afet

eria

facil

ities

and

welf

are

facil

ities

(Join

t act

ivity

of

UG

C &

Uni

vers

ities

)

UG

C

Sec/

U

GC

and

PD/I

DD

&

VCs

IDD

3.

3..2

.2

UG

C 3

.3.3

.3A

ll U

nive

rsiti

es/H

EIs

to e

stab

lish

Dire

ctor

ates

/Div

ision

s/U

nits

for S

tude

nt L

iaiso

n an

d W

elfar

e - i

n or

der t

o op

timiz

e st

uden

ts c

ouns

eling

and

welf

are

and

to e

nsur

e st

uden

t iss

ues a

nd g

rieva

nces

ar

e ad

dres

sed

in sp

eedy

man

ner

UG

CSe

c/U

GC

and

Hea

d /

AA

D

AA

D

3.3.

2.3

UG

C 3.

3.3.

4A

ll U

nive

rsiti

es/H

EIs

to ta

ke ac

tions

to im

prov

e co

mm

on am

eniti

es –

resid

entia

l an

d he

alth

care

fa

ciliti

es,

libra

ry, I

T, a

nd c

aree

r gu

idan

ce s

ervi

ces,

and

facil

ities

for

spor

ts, a

esth

etic

and

cultu

ral

purs

uits

Tr

easu

rySe

c/

UG

C &

V

Cs

SEC

3.3.

2.4


117

Ob

ject

ive

3.3

To

imp

rove

th

e ca

pac

ity

of U

niv

ersi

ties

/ H

EIs

to

pro

vid

e ad

equ

ate

trai

nin

g on

‘gen

eric

ski

lls’ t

o al

l u

nd

erg

rad

uat

es -

to p

rodu

ce we

ll ro

unde

d gra

duat

es wi

th k

nowl

edge,

wisd

om a

nd ge

neric

skill

s

Stra

teg

y 3.

3.1

Un

iver

siti

es/

HE

Is t

o d

evel

op a

nd

su

stai

n c

ond

uci

ve e

nvir

onm

ent

and

acq

uir

e th

e ca

pac

ity

to d

esig

n a

nd

off

er

trai

nin

g p

rog

ram

mes

of

hig

h q

ual

ity

and

rel

evan

ce o

n a

) E

ngl

ish

, b)

ICT

, c)

Car

eer

Gu

idan

ce, d

) ‘I

nd

ust

rial

’ T

rain

ing

and

e)

Soci

al, E

thn

ic a

nd

Cu

ltu

ral F

luen

cy a

nd

Har

mon

y

UG

C 3.

3.1.

1U

GC

to im

prov

e ca

pacit

y of

Uni

vers

ities

/H

EIs

in t

each

ing

and

train

ing

of E

nglis

h -

UG

C th

roug

h th

e St

andi

ng C

omm

ittee

on

Teac

hing

Eng

lish

as a

Sec

ond

Lang

uage

to d

evelo

p po

licy

fram

ewor

k an

d gu

ideli

nes

and

issue

circ

ular

ins

truc

tions

to

Uni

vers

ities

/HE

Is o

n a)

pol

icy

fram

ewor

k, b

) ins

titut

iona

l org

aniz

atio

nal s

truc

ture

, gov

erna

nce

and

man

agem

ent p

roce

dure

s, c)

hu

man

reso

urce

s, d)

teac

hing

and

lear

ning

reso

urce

s and

met

hods

and

e) o

pera

tiona

l pro

cedu

res.

UG

C H

ead/

AA

DH

ead/

HRD

AA

D

3.3.

1.1

HRD

3.

3.1.

1

UG

C 3.

3.1.

2U

GC

to im

prov

e ca

pacit

y of

Uni

vers

ities

/HE

Is in

teac

hing

and

train

ing

of IC

T - U

GC

thro

ugh

the

Sta

ndin

g Co

mm

ittee

on

IT t

o de

velo

p po

licy

fram

ewor

k an

d gu

ideli

nes

and

issue

circ

ular

in

stru

ctio

ns to

Uni

vers

ities

/HE

Is o

n a)

pol

icy fr

amew

ork,

b) i

nstit

utio

nal o

rgan

izat

iona

l str

uctu

re,

gove

rnan

ce a

nd m

anag

emen

t pro

cedu

res,

c) h

uman

reso

urce

s, d)

teac

hing

and

lear

ning

reso

urce

s an

d m

etho

ds a

nd e

) ope

ratio

nal p

roce

dure

s.

UG

C H

ead/

AA

DH

ead/

HRD

AA

D

3.3.

1.2

HRD

3.

3.1.

2

UG

C 3

.3.1

.3U

GC

to i

mpr

ove

capa

city

of U

nive

rsiti

es/H

EIs

in

prov

idin

g Ca

reer

Gui

danc

e an

d St

uden

t Co

unse

ling

serv

ices -

UG

C th

roug

h th

e St

andi

ng C

omm

ittee

on

Care

er G

uida

nce

and

Welf

are

to

deve

lop

polic

y fr

amew

ork

and

guid

eline

s an

d iss

ue c

ircul

ar in

stru

ctio

ns o

n a)

pol

icy fr

amew

ork,

b)

ins

titut

iona

l or

gani

zatio

nal

stru

ctur

e, go

vern

ance

an

d m

anag

emen

t pr

oced

ures

, c)

hum

an

reso

urce

s, d)

teac

hing

and

lear

ning

reso

urce

s and

met

hods

and

e) o

pera

tiona

l pro

cedu

res

UG

CH

ead/

AA

DH

ead/

HRD

AA

D

3.3.

1.3

HRD

3.

3.1.

3

UG

C 3.

3.1.

4U

GC

to im

prov

e th

e ca

pacit

y of

Uni

vers

ities

/HE

Is to

pro

vide

com

pulso

ry In

dust

rial P

lacem

ent

/In-

plan

t tra

inin

g fo

r und

ergr

adua

tes

of re

levan

t stu

dy p

rogr

ames

- U

GC

thro

ugh

the

Stan

ding

Co

mm

ittee

on

Care

er G

uida

nce

& W

elfar

e to

dev

elop

polic

y fr

amew

ork

and

guid

eline

s an

d cir

cular

inst

ruct

ions

on

a) p

olicy

fram

ewor

k, b

) ins

titut

iona

l org

aniz

atio

nal s

truc

ture

, gov

erna

nce

and

man

agem

ent p

roce

dure

s, c)

hum

an re

sour

ces,

d) te

achi

ng an

d lea

rnin

g re

sour

ces a

nd m

etho

ds

and

e) o

pera

tiona

l pro

cedu

res

UG

CH

ead/

AA

DH

ead/

HRD

AA

D

3.3.

1.4

HRD

3.

3.1.

4


118

UG

C 3.

3.1.

5U

GC

to im

prov

e the

capa

city o

f Uni

vers

ities

/HE

Is to

pro

mot

e Eth

nic H

arm

ony &

Socia

l Coh

esio

n an

d - U

GC

thro

ugh

the

Stan

ding

Com

mitt

ees

on C

aree

r Gui

danc

e &

Welf

are

to d

evelo

p po

licy

fram

ewor

k an

d gu

ideli

nes

and

issue

circ

ular

inst

ruct

ions

on

a) p

olicy

fram

ewor

k, b

) ins

titut

iona

l or

gani

zatio

nal s

truc

ture

, gov

erna

nce a

nd m

anag

emen

t pro

cedu

re, c

) hum

an re

sour

ces,

d) te

achi

ng

and

learn

ing

reso

urce

s and

met

hods

and

e) o

pera

tiona

l pro

cedu

re

UG

C

Hea

d/A

AD

Hea

d/H

RDA

AD

3.

3.1.

5H

RD

3.3.

1.5

UG

C 3.

3.1.

6Re

view

and

issue

gui

delin

es an

d pr

oced

ures

on

the c

adre

requ

irem

ents

and

recr

uitm

ent p

roce

dure

s fo

r aca

dem

ic /a

cade

mic

supp

ort s

taff

for t

each

ing

Eng

lish,

IT, c

aree

r gui

danc

e an

d so

ft sk

ills a

nd

amen

d re

crui

tmen

t crit

eria

to fa

cilita

te re

crui

tmen

t of

suita

ble

acad

emic

supp

ort s

taff

UG

C

Sec./

UG

C,

and

Hea

d/H

RDH

RD

3.3.

1.6

UG

C 3.

3.1.

7U

GC

to a

lloca

te su

ffi cie

nt fu

nds t

o su

ppor

t a) c

aree

r gui

danc

e pr

ogra

mm

es, b

) ind

ustri

al tra

inin

g pr

ogra

mm

es a

nd c

) soc

ial a

nd c

ultu

ral p

ursu

itsU

GC

Sec./

UG

CH

ead/

AA

D,

Hea

d/Fi

DFD

3.

3.1.

7

Ob

ject

ive

3.4

To

pro

mot

e in

ter-

facu

lty

and

inte

r-u

niv

ersi

ty c

orp

orat

ion

an

d r

esou

rce

shar

ing

Stra

teg

y 3.

4.1

Des

ign

an

d in

trod

uce

reg

ula

tory

fra

mew

ork

con

du

cive

to

incr

ease

late

ral m

obili

ty o

f u

nd

erg

rad

uat

es a

mon

g fa

cult

ies/

un

iver

siti

es

UG

C 3.

4.1.

1U

GC

to d

esig

n an

d in

trodu

ce r

egul

ator

y fr

amew

ork,

cr

edit

and

qualifi c

atio

n fr

amew

ork

and

com

mon

cred

it cu

rren

cy s

chem

e to

prom

ote l

ater

al m

obili

ty o

f st

uden

ts am

ong

non-

prof

essio

nal

degr

ee p

rogr

amm

es s

uch

as A

gricu

ltura

l Scie

nces

, Nat

ural

and

App

lied

Scien

ces,

Man

agem

ent

and

Com

mer

ce a

nd L

iber

al A

rts a

nd H

uman

ities

- U

GC

thro

ugh

the r

espect

ive S

tand

ing C

ommi

ttees

to de

velop

i) pr

e-req

uisit

es, ii

) uni

form

credit

and q

ualifi

catio

n fra

mewo

rk, i

ii) co

mmon

cred

it cu

rren

cy sch

eme a

nd ii

i) sta

ndar

d tea

chin

g and

train

ing,

and

evalua

tion

meth

ods

NA

FR

Sec/

UG

CH

ead/

AA

DD

/QA

AC

AA

D

3.4.

1.1

QA

AC

3.4.

1.1

UG

C 3.

4.1.

2U

GC

to d

evelo

p an

d iss

ue p

olicy

fra

mew

ork

and

guid

eline

s fo

r re

sour

ce s

harin

g an

d of

ferin

g m

ultid

iscip

linar

y, in

ter-u

nive

rsity

stu

dy p

rogr

amm

es

- th

roug

h re

spec

tive

Stan

ding

Com

mitt

ees

and

QA

AC

NA

FR

Sec/

UG

CH

ead/

AA

D

& D

/QA

AC

AA

D

3.4.

1.2

QA

AC

3.4.

1.2


119

Stra

tegy

3.4

.2

Syn

chro

niz

e ac

adem

ic c

alen

dar

s w

ith

in U

niv

ersi

ties

/H

EIs

an

d a

cros

s U

niv

ersi

ties

/H

EIs

to

incr

ease

late

ral

mob

ility

of

un

der

gra

du

ates

am

ong

facu

ltie

s/u

niv

ersi

ties

UG

C 3.

4.2.

1 U

GC

in c

lose

liais

on w

ith U

nive

rsiti

es/H

EIs

wor

k to

war

ds a

chiev

ing

sync

hron

y in

aca

dem

ic ca

lenda

rs s

o as

to

prov

ide

the

plat

form

req

uire

d to

wor

k to

war

ds la

tera

l mob

ility

of

stud

ents

am

ong

facu

lties

and

uni

vers

ities

.N

AFR

Sec/

UG

CH

ead/

AA

D

& V

Cs

& R

s of

Uni

vers

ities

AA

D

3.4.

2.1

UG

C 3.

4.2.

2 U

GC

to is

sue

guid

eline

s to

est

ablis

h un

iver

sity

level

acad

emic

coor

dina

ting

mec

hani

sm

- a)

to

hand

le co

mm

on a

cade

mic

calen

dars

am

ong

facu

lties

, b) t

o p

repa

re c

omm

on a

cade

mic

calen

dar

for t

he u

nive

rsity

, cou

rse

cata

logu

es a

nd c

) to

impl

emen

t cre

dit t

rans

fer s

chem

e.N

AFR

Hea

d/A

AD

, &

VCs

& R

s of

Uni

vers

ities

AA

D

3.4.

2.2

Ob

ject

ive

3.5

To

imp

rove

res

earc

h a

nd

inn

ovat

ion

ou

tpu

t of

Un

iver

siti

es /

HE

Is

Stra

teg

y 3.

5.1

Dev

elop

inst

itu

tion

al f

ram

ewor

k an

d g

uid

elin

es t

o p

rom

ote

sch

olar

ship

, cu

ltu

re o

f re

sear

ch a

nd

inn

ovat

ion

s, a

nd

in

ter-

inst

itu

tion

al a

nd

inte

rnat

ion

al c

oop

erat

ion

UG

C 3.

5.1.

1U

GC

to r

eorg

aniz

e th

e In

tern

atio

nal

Corp

orat

ion

Div

ision

as

the

Div

ision

of

Rese

arch

and

In

tern

atio

nal C

orpo

ratio

n an

d es

tabl

ish a

new

UG

C Co

mm

ittee

on

Rese

arch

and

Int

erna

tiona

l Co

oper

atio

n -

to ac

t as a

liais

on b

ody

betw

een S

tate

Agen

cies (

Trea

sury,

NSF

, CA

RP, e

tc.),

Inter

natio

nal

Don

or A

gencie

s, N

GO

s, an

d pr

ivate

sector

and

Uni

versit

ies/H

EIs

NA

FRSe

c./U

GC,

&

Hea

d /I

CD

SEC

3.5.

1.1

ICD

3.

5.1.

1

UG

C 3.

5.1.

2U

GC

to d

evelo

p po

licy

fram

ewor

k an

d gu

ideli

nes

for

univ

ersit

ies t

o st

reng

then

the

ir re

sear

ch

and

inte

rnat

iona

l coo

pera

tion

effo

rts –

deve

lop a

nd is

sue d

irecti

ves to

all

unive

rsitie

s & H

EIs

to est

ablis

h res

earch

and i

ntern

ation

al cor

pora

tion d

irecto

rates

/uni

ts/div

ision

s, he

aded

by em

inen

t aca

demi

cs ap

poin

ted on

part-

time b

asis

to fa

cilita

te res

earch

and

inno

vatio

ns a

nd in

terna

tiona

l coo

pera

tion,

and

liais

e with

UG

C Re

search

an

d In

terna

tiona

l Coo

pera

tion

Divi

sion,

exter

nal d

onor

agen

cies a

nd ov

ersea

s uni

versit

ies/i

nstit

ution

s (Li

nked

to

Acti

vity 1

.3..1

.1).

NA

FRSe

c. /U

GC

&

Hea

d/IC

D

ICD

3.

5.1.

2

UG

C 3.

5.1.

3U

nive

rsiti

es/H

EIs

to e

stab

lish

coor

dina

ting

mec

hani

sm to

gui

de fa

cilita

te a

nd p

rom

ote

rese

arch

, in

nova

tions

and

nat

iona

l and

inte

rnat

iona

l coo

pera

tion

– by

esta

blish

ing d

irecto

rate

/ div

ision

/ u

nit f

or

resea

rch a

nd in

terna

tiona

l coo

pera

tion

and

appo

intin

g a

senior

aca

demi

c as t

he d

irecto

r/coo

rdin

ator

(Lin

ked

to A

ctivit

y 1.3

.1.1

& A

ctivit

y 3.5

.1.3

.U

GC

Sec./

UG

C &

H

ead/

ICD

&

VCs

& R

s of

Uni

vers

ity

ICD

3.

5.1.

3


120

UG

C 3.

5.1.

4U

GC

to w

ork

with

NSF

and

line

Min

istrie

s to

dev

elop

polic

y fr

amew

ork

and

guid

eline

s an

d su

ppor

t sch

eme t

o pr

omot

e int

er-in

stitu

tiona

l and

inte

rnat

iona

l coo

pera

tion

– for

mal li

nkag

es be

tween

un

iversi

ties/

facult

ies a

nd n

ation

al res

earch

insti

tutio

ns a

nd u

niver

sities

and

overs

eas u

niver

sities

and

inter

natio

nal

fundin

g agen

cies

UG

CSe

c./ U

GC

&

Hea

d/IC

DIC

D

3.5.

1.4

Stra

teg

y 3.

5.2

Pro

vid

e fi

nan

cial

su

pp

ort

for

pos

tgra

du

ate

rese

arch

deg

rees

, res

earc

h a

nd

inn

ovat

ion

s an

d in

stit

ute

a r

ewar

d /

reco

gnit

ion

sys

tem

for

aca

dem

ics

wit

h h

igh

res

earc

h a

nd

inn

ovat

ion

ou

tpu

ts

UG

C 3.

5.2.

1U

GC

in li

aison

with

uni

vers

ities

to es

tabl

ish an

d op

erat

e a re

sear

ch an

d in

nova

tion

fund

to p

rovi

de

supp

ort

sche

me

– to

a)

supp

ort

PG st

udies

by

acad

emics

, b) o

ffer

gradu

ate s

tude

ntsh

ips fo

r po

stgra

duat

e res

earch

degr

ees, c

) sup

port

estab

lishm

ent o

f re

search

fello

wship

s & re

search

pro

fessor

ships

, d) s

uppo

rt ov

ersea

s stu

dy to

urs,

e) su

ppor

t over

seas t

ravel

to p

resen

t rese

arch

pap

ers in

inter

natio

nal c

onfer

ences

/sym

posia

, e) p

rovid

e ma

tchin

g gra

nts f

or in

terna

l don

or su

ppor

ted re

search

proje

cts, f

) su

ppor

t pub

licat

ions,

g) an

d to s

uppo

rt un

iversi

ties

in h

ostin

g nat

ional

and

inter

natio

nal a

nd n

ation

al wo

rksh

ops/

semi

nars/

conv

entio

ns

UG

C

Sec/

UG

CH

ead/

ICD

&

VCs

& R

s of

Uni

vers

ityIC

D

3.5.

2.1

UG

C 3.

5.2.

2U

nive

rsiti

es/H

EIs

to in

liais

on w

ith U

GC

to im

plem

ent U

GC

rese

arch

and

inno

vatio

n su

ppor

t sch

eme

- a)

PG

stud

ies b

y aca

demi

cs, b

) gra

duat

e stu

dent

ships

for p

ostgra

duat

e rese

arch

degr

ees, c

) est

ablis

hmen

t of

resea

rch fe

llows

hip/r

esear

ch p

rofes

sorsh

ips, d

) ov

ersea

s stu

dy to

urs,

e) ov

ersea

s tra

vel gr

ants

to pr

esent

resea

rch p

apers

in in

terna

tiona

l con

feren

ces/s

ympo

sia, f

) mat

chin

g gra

nts f

or in

terna

l don

or su

ppor

ted

resea

rch p

rojec

ts, g)

pu

blica

tions

, and

h) h

ostin

g nat

ional

and

inter

natio

nal a

nd n

ation

al wo

rksh

ops/

semi

nars/

con

ventio

ns

UG

C

Sec/

UG

CH

ead/

ICD

&

VCs

& R

s of

Uni

vers

ity

ICD

3.

5.2.

2

UG

C 3.

5.2.

3U

GC

in li

aison

with

Uni

vers

ities

/HE

Is d

esig

n an

d in

trodu

ce re

war

d /

reco

gniti

on sc

hem

e fo

r hi

gh p

erfo

rmin

g ac

adem

ics in

rese

arch

and

inno

vatio

ns (L

inke

d to

Act

ivity

1.3

.1.5

& A

ctiv

ity

3.1.

2.3)

.U

GC

Sec/

UG

CH

ead/

ICD

ICD

3.

5.2.

3


121

Goal 4 Increase Access to Higher Education

Objective 4.1 To increase annual intake into internal programmes of State Universities by 5% per annum to reach the target of 30 % contribution to gross higher education enrollment through internal programmes by 2015.

Objective 4.2 To maintain enrollment into Open and Distance Learning Programmes of State Universities (OUSL and External Degree Programmes) at the level of 20% gross enrollment through ODL system

Objective 4.3 To regulate and promote expansion of State & Non-State alternative higher education sector

Objective 4.4 To improve access and quality of PG study programmes with more emphasis on research degrees


122

Ob

ject

ive

4.1

To

incr

ease

an

nual

inta

ke in

to in

tern

al p

rog

ram

mes

of

Stat

e U

niv

ersi

ties

by

5% p

er a

nnu

m t

o re

ach

th

e ta

rget

of

30

% c

ontr

ibu

tion

to

gro

ss h

igh

er e

du

cati

on e

nro

llmen

t th

rou

gh in

tern

al p

rog

ram

mes

by

2015

.

Stra

teg

y 4.

1.1

In

crea

se in

take

into

exi

stin

g st

ud

y p

rog

ram

mes

of

hig

h d

eman

d a

nd

des

ign

ing

and

intr

odu

cin

g n

ew d

egre

e p

rog

ram

mes

bas

ed o

n m

arke

t si

gnal

s

Act

ivit

ies

Act

ivit

y C

ode

Des

crip

tion

(brie

f de

script

ion of

the a

ctivit

y)So

urc

e of

F

un

din

g (if

relev

ant

)

Re

spo

nsi

bil

ity

(Who

will

und

ertak

e th

e acti

vity)

Ref

eren

ce

to

Act

ion

P

lan

s (i.

e. Pa

rt II

of

the C

P)

Tim

e Sc

hed

ule

Y2

Y3

Y4

Y5

UG

C 4.

1.1.

1U

GC

to d

irect

all

Uni

vers

ities

/HE

Is t

o wo

rk t

owar

ds i

ncre

asin

g th

e in

take

by

incr

easin

g ad

miss

ion

into

the

stud

y pr

ogra

mm

es th

at h

ave

achi

eved

hig

h m

arke

t dem

and

U

GC

Sec.

/ U

GC,

H

ead/

AD

AD

4.

1.1.

1

UG

C 4.

1.1.

2U

GC

to d

evelo

p a)

stru

ctur

e, b)

cre

dit a

nd q

ualifi

cat

ion

fram

ewor

k of

deg

ree

prog

ram

mes

of

majo

r disc

iplin

es,

c) g

uide

lines

for

plan

ning

new

deg

ree

prog

ram

mes

inclu

ding

pre

-requ

isite

s /

requ

irem

ents

to

be s

atisfi

ed

in s

ubm

ittin

g pr

opos

als f

or n

ew d

egre

e pr

ogra

mm

es/n

ew

depa

rtmen

ts/f

acul

ties

and

b) e

valu

atio

n cr

iteria

and

pro

cedu

res

of p

ropo

sals

(sam

e as

UG

C 3.

2,1.

3) .

UG

C &

WB-

HE

TC

Sec.

/ U

GC

&

Hea

d/A

AD

AA

D

4.1.

1.2

UG

C 4

.1.1

.3U

GC

to d

irect

all

Uni

vers

ities

/HE

Is t

o wo

rk t

owar

ds i

ncre

asin

g th

e in

take

by

incr

easin

g ad

miss

ion

by in

trodu

cing

new

stud

y pr

ogra

mm

es fo

r em

ergi

ng a

reas

of

impo

rtanc

e, ba

sed

on

proj

ectio

ns c

omin

g fr

om la

bour

mar

ket o

bser

vato

ry

UG

C

Sec.

/ U

GC

&

Hea

d/A

AD

SEC

4.1.

1.3

UG

C 4.

1.1.

4U

GC

to g

ive

high

prio

rity

in s

olici

ting

assis

tanc

e fr

om th

e Tr

easu

ry a

nd I

nter

natio

nal D

onor

A

genc

ies t

o de

velo

p in

fras

truc

ture

, hu

man

res

ourc

es a

nd g

over

nanc

e an

d m

anag

emen

t of

uni

vers

ities

in N

orth

ern

and

Eas

tern

Pro

vinc

es (

i.e. J

affn

a, E

aste

rn a

nd S

outh

-Eas

tern

U

nive

rsiti

es)

and

of

new

ly es

tabl

ished

uni

vers

ities

(i.e

. Way

amba

, Raja

rata

, Sab

arag

amuw

a, U

va-W

ellas

sa, R

uhun

a, V

isual

and

Perf

orm

ing

Arts

).

UG

C &

WB-

HE

TC

Sec./

U

GC

Hea

d/ID

D

SEC

4.1.

1.4


123

Stra

teg

y 4.

1.2

Imp

rove

effi

cie

ncy

of

un

iver

sity

ad

mis

sion

pro

cess

to

acco

mm

odat

e w

ider

stu

den

ts’ p

refe

ren

ces

and

mak

e th

e p

roce

ss m

ore

effi

cien

t an

d t

o fa

cilit

ate

the

com

men

cem

ent

of a

cad

emic

pro

gra

mm

es in

all

un

iver

siti

es b

y O

ctob

er

of e

ach

yea

r

UG

C 4.

1.2.

1U

GC

to re

view

and

fi ne

tune

the

univ

ersit

y ad

miss

ion

proc

ess t

o en

sure

stud

ents

pre

fere

nces

ar

e gi

ven

due

cons

ider

atio

n an

d all

stud

y pr

ogra

mm

es a

re ru

n in

full

capa

city.

NA

FRSe

c./U

GC

& H

ead/

A

D

AD

4.

1.2.

1

UG

C 4.

1.2.

2U

GC

to w

ork

with

Dep

t. of

Exa

min

atio

ns to

get

GCE

/AL

resu

lts re

lease

d in

Feb

ruar

y of

ea

ch y

ear a

nd c

all a

pplic

atio

ns in

Mar

ch a

nd re

lease

cor

e cu

t-off

mar

ks b

y M

ay a

nd d

o th

e

selec

tion,

regi

stra

tion,

pro

mot

ion

and

trans

fer o

f st

uden

ts w

ithin

nex

t 3 m

onth

s (Ju

ly th

roug

h Se

ptem

ber)

and

com

men

ce a

cade

mic

prog

ram

mes

by

Oct

ober

eac

h ye

ar

NA

FRSe

c./U

GC

& H

ead/

AD

AD

4.

1.2.

2

UG

C 4.

1.2.

3U

GC

to d

ecid

e on

fi xe

d ac

adem

ic ca

lenda

r and

issu

e in

stru

ctio

ns to

all

Uni

vers

ities

/ H

EIs

fo

r com

plian

ce a

nd to

com

men

ce e

nrol

lmen

t by

July

and

acad

emic

prog

ram

mes

Oct

ober

ea

ch y

ear)

NA

FRSe

c./U

GC

& H

ead/

A

D

AD

4.

1.2.

3

UG

C 4.

1.2.

4U

GC

Aca

dem

ic A

ffairs

Div

ision

to c

ondu

ct a

war

enes

s and

pub

licity

pro

gram

mes

on

the

univ

ersit

y ad

miss

ion

and

stud

y pr

ogra

mm

es th

roug

h ele

ctro

nic

and

prin

t med

ia - i

n or

der t

o po

pular

ize

all st

udy

prog

ram

mes

offe

red

by U

nive

rsiti

es/H

EIs

and

also

to p

rovi

de c

orre

ct

info

rmat

ion

to th

e pu

blic

UG

C &

WB-

HE

TC

Hea

d/A

DH

ead/

MIS

D

AD

4.1.

1.4

MIS

D4.

1.1.

4

Obj

ectiv

e 4.

2 To

main

tain

enr

ollm

ent i

nto

Ope

n an

d D

istan

ce L

earn

ing

Prog

ram

mes

of

Stat

e U

nive

rsiti

es (O

USL

and

Ext

erna

l Deg

ree

Prog

ram

mes

) at t

he le

vel o

f 20

% g

ross

enr

ollm

ent

thro

ugh

OD

L sy

stem

by

2015

Stra

tegy

4.2

.1

Stre

ngth

en O

USL

net

work

and

impr

ove

stan

dard

s and

qua

lity

of st

udy

prog

ram

mes

offe

red

by O

pen

Uni

vers

ity v

ia O

DL

syst

em

UG

C 4.

2.1.

1U

GC

and

OU

SL t

o im

prov

e th

e in

fras

truc

ture

and

hum

an r

esou

rces

cap

acity

of

regi

onal

train

ing

cent

ers

UG

C &

O

USL

Sec.

/ U

GC,

H

ead/

IDD

and

V

C/O

USL

SEC

4.2.

1 H

RD

4.2.

1.1

UG

C 4.

2.1.

2

UG

C to

com

men

ce s

econ

d ro

und

of Q

ualit

y A

ssur

ance

Sys

tem

for O

DL

syst

em w

ith m

ore

emph

asis

on

i) st

reng

then

ing

inte

rnal

quali

ty a

ssur

ance

uni

ts, i

i) pr

oces

s re

view

and

iii)

ac

cred

itatio

n

WB-

HE

TCSe

c/U

GC

D/Q

AAC

QA

AC

4.2.

1.2


124

UG

C 4.

2.1.

3U

GC

to d

irect

OU

SL to

des

ign

and

intro

duce

new

deg

ree

prog

ram

mes

and

cou

rses

bas

ed o

n lab

our m

arke

t pro

jectio

ns.

UG

C &

O

USL

Sec.

/ U

GC,

H

ead/

AA

D &

V

C/O

USL

SEC

4.2.

1.3

Stra

tegy

4.2

.2

Regu

late

and

impr

ove

stan

dard

s and

qua

lity

of E

xter

nal D

egre

e Pr

ogra

mm

es a

nd E

xten

sion

Cour

ses v

ia O

DL

syst

em o

ffere

d by

Uni

vers

ities

/HE

Is

UG

C 4.

2.2.

1U

GC

to fo

rmul

ate

and

issue

dire

ctiv

es o

n po

licy

and

regu

lator

y fr

amew

ork

to re

gulat

e, go

vern

an

d m

anag

e ex

tern

al de

gree

pro

gram

mes

and

exte

nsio

n co

urse

s offe

red

by U

nive

rsiti

es /

HE

Is

(UG

C ha

s alre

ady

issue

d Ci

rcul

ar #

932

to th

is ef

fect

).

NFR

Sec/

UG

CH

ead/

AA

D

AA

D

4.2.

2.1

UG

C 4.

2.2.

2

All

Uni

vers

ities

offe

ring

Ext

erna

l Deg

ree

Prog

ram

mes

thro

ugh

OD

L m

ode

to c

ompl

y w

ith

UG

C di

rect

ives

and

com

plet

e th

e tra

nsfo

rmat

ion

of t

he e

xist

ing

inst

itutio

nal a

rran

gem

ent,

gove

rnan

ce a

nd m

anag

emen

t pro

cedu

res,

all c

urric

ula

and

learn

er s

uppo

rt se

rvice

s, te

achi

ng

and

learn

ing

and

evalu

atio

n m

etho

ds o

ver t

he n

ext 1

2-16

mon

ths (

Com

men

ce n

ew a

dmiss

ion

in N

ovem

ber/

Dec

embe

r 201

2) (J

oint

act

ivity

by

UG

C an

d O

USL

)

UG

C &

H

ETC

Sec/

UG

CH

ead/

AA

D

AA

D

4.2.

2.2

UG

C 4

.2.2

.3U

GC

to f

orm

ulat

e an

d ad

opt

QA

pro

cedu

re f

or e

xter

nal

degr

ee p

rogr

amm

es o

ffere

d by

un

iver

sities

.U

GC

&

HE

TCSe

c/U

GC

D/Q

AAC

QA

AC

4.2.

2.3

Ob

ject

ive

4.3

T

o re

gula

te a

nd

pro

mot

e ex

pan

sion

of

Stat

e &

Non

-Sta

te A

lter

nat

ive

hig

her

ed

uca

tion

sec

tor

Stra

teg

y 4.

3.1

Min

istr

y of

Hig

her

Ed

uca

tion

an

d U

GC

to

des

ign

an

d in

stit

ute

a)

pol

icy

and

reg

ula

tory

fra

mew

ork

and

b)

stan

dar

ds

and

qu

alit

y as

sura

nce

sys

tem

for

Sta

te a

nd

Non

-Sta

te a

lter

nat

ive

hig

her

ed

uca

tion

sec

tor

UG

C 4.

3.1.

1U

GC

to a

ssist

the

Min

istry

of

Hig

her

Edu

catio

n th

roug

h an

Act

of

Parli

amen

t to

esta

blish

a

Regu

lator

y Bo

dy f

or S

tate

& N

on-S

tate

alte

rnat

ive

Hig

her

Edu

catio

n Se

ctor

and

pre

scrib

e Po

licy

and

Regu

lator

y Fr

amew

ork

and

quali

ty a

ssur

ance

pro

gram

me

& p

roce

dure

s fo

r alt

erna

tive

Stat

e &

Non

-Sta

te a

ltern

ativ

e hi

gher

edu

catio

n se

ctor

NA

FRSe

c./U

GC

, H

ead/

LGL

SEC

4.3.

1.1


125

UG

C 4

.3.1

.2U

GC

to e

stab

lish

a se

para

te U

nit t

o ha

ndle

all m

atte

rs r

elatin

g to

gra

ntin

g de

gree

aw

ardi

ng

stat

us fo

r Sta

te &

Non

-Sta

te a

ltern

ativ

e hig

her e

duca

tiona

l inst

itutio

ns an

d gr

antin

g rec

ogni

tion

for

degr

ees t

o be

aw

arde

d by

app

rove

d in

stitu

tions

NA

FRSe

c./U

GC

&

Hea

d/A

AD

SEC

4.

3.1.

2

UG

C 4.

3.1.

3U

GC

to d

evelo

p an

d iss

ue g

uide

lines

on

appl

icatio

n an

d ev

aluat

ion

proc

edur

es w

ith re

spec

t to

gr

antin

g de

gree

aw

ardi

ng s

tatu

s to

Sta

te a

nd N

on-S

tate

alte

rnat

ive

high

er e

duca

tiona

l in

stitu

tions

and

gra

ntin

g re

cogn

ition

for

degr

ees t

o be

awar

ded

by a

ppro

ved

inst

itutio

ns

NA

FRSe

c./U

GC

&H

ead/

AA

D

AA

D

4.3.

1.2

Ob

ject

ive

4.4

To

imp

rove

acc

ess

and

qu

alit

y of

PG

stu

dy

pro

gra

mm

es w

ith

em

ph

asis

on

res

earc

h d

egre

es St

rate

gy

4.4.

1 R

evie

w a

nd

Reo

rgan

izat

ion

of

th

e ex

isti

ng

PG

sys

tem

, p

rom

ote

inte

r-in

stit

uti

onal

coo

per

atio

n a

nd

sh

arin

g of

re

sou

rces

am

ong

Un

iver

siti

es &

PG

In

stit

ute

s an

d n

atio

nal

res

earc

h in

stit

uti

ons,

ref

ocu

s th

e ac

adem

ic p

rog

ram

mes

to

giv

e g

reat

er e

mp

has

is o

n r

esea

rch

an

d in

trod

uce

qu

alit

y sy

stem

for

PG

stu

die

s

UG

C 4.

4.1.

1U

GC

to c

omm

issio

n a

revi

ew s

tudy

to a

sses

s th

e cu

rren

t sta

tus

of P

G p

rogr

amm

es o

ffere

d by

Uni

vers

ities

/HE

Is a

nd r

ecom

men

d p

olicy

fra

mew

ork

and

refo

rms

aim

ed a

t im

prov

ing

orga

niza

tiona

l st

ruct

ure,

gove

rnan

ce &

man

agem

ent,

stan

dard

s an

d qu

ality

of

PG s

tudy

pr

ogra

mm

es a

nd re

sear

ch a

nd in

nova

tion

outp

uts (

sam

e as

UG

C 3.

2.1.

5).

UG

C &

WB-

HE

TC

Sec./

UG

C,

Hea

d/A

AD

SEC

4.4.

1.1

UG

C 4.

4.1.

2U

GC

to is

sue

dire

ctiv

es o

n Po

licy

Fram

ewor

k an

d G

uide

lines

on

orga

niza

tiona

l str

uctu

re,

gove

rnan

ce &

man

agem

ent p

roce

dure

s, cr

edit

& q

ualifi

cat

ion

fram

ewor

k, s

tand

ards

of

PG

stud

y pr

ogra

mm

es, l

earn

er su

ppor

t sys

tem

, eva

luat

ion

proc

edur

es a

nd e

xpec

ted

rese

arch

and

in

nova

tion

outp

uts.

NA

FRSe

c./ U

GC

Hea

d/A

AD

SEC

4.4.

1.2

UG

C 4.

4.1.

3 U

GC

to d

evelo

p an

d im

plem

ent a

suita

ble

QA

& A

ccre

dita

tion

syst

em fo

r pos

tgra

duat

e st

udy

prog

ram

mes

an

d F

acul

ties/

Post

grad

uate

Ins

titut

es/F

acul

ty o

f G

radu

ate

Stud

ies (

sam

e as

A

ctiv

ity 1

.2.3

.8 &

1.2

.3.9

)

WB_

HE

TCSe

c./U

GC

&

D/Q

AAC

QA

AC

4.3.

1.4

UG

C 4.

4.1.

4 U

GC

to d

esig

n an

d in

trodu

ce P

G R

esea

rch

Stud

ent

Fello

wsh

ip S

chem

e an

d im

plem

ent

thro

ugh

PGIs

, Fac

ulty

of

Gra

duat

e St

udies

/Fac

ultie

s (Li

nked

to A

ctiv

ity 3

.5.2

.2)

UG

CSe

c/U

GC

Hea

d/IC

DIC

D 4

.4.1

.4


127

Goal 5 Improve the effi ciency and accountability of the UGC as the regulatory body in discharging powers, duties and functions as are conformed or imposed on, or assigned to, the commission by or under the

Universities Act No. 16 of 1978

Objective 5.1 Improve the technical capacity and functional effi ciency of the UGC Secretariat

Objective 5.2 Improve loyalty, allegiance and commitment of the employees of the UGC


128

Ob

ject

ive

5.1

Im

pro

ve t

he

tech

nic

al c

apac

ity

and

fu

nct

ion

al e

ffi c

ien

cy o

f th

e U

GC

Sec

reta

riat

Stra

teg

y 5.

1.1

Inst

itu

te a

su

itab

le o

rgan

izat

ion

al s

tru

ctu

re, l

ead

ersh

ip, H

R c

apac

ity

and

a p

roac

tive

wor

k cu

ltu

re

Act

ivit

ies

Act

ivit

y C

ode

Des

crip

tion

(brie

f de

script

ion of

the a

ctivit

y) S

ourc

e of

F

un

din

g (i

f re

levan

t)

Res

pon

sib

ility

(W

ho w

ill

unde

rtake

the

activ

ity)

Ref

eren

ce t

o A

ctio

n P

lan

s (i.

e. Pa

rt II

of

the C

P)

Tim

e Sc

hed

ule

Y1

Y2

Y3

Y5

Y6

UG

C 5.

1.1.

1U

GC

to r

estr

uctu

re t

he a

dmin

istra

tion

with

rea

ssig

ning

and

red

efi n

ing

dutie

s alo

ng w

ith

esta

blish

men

t of

new

adm

inist

rativ

e/co

ordi

natin

g di

visio

ns/u

nits

for

i)

Plan

ning

and

M

onito

ring,

ii)

Aca

dem

ic A

ffairs

), iii

) H

uman

Res

ourc

es,

iv)

Adm

issio

n, v

) G

ener

al A

dmin

istra

tion,

vi)

Rese

arch

and

Int

erna

tiona

l A

ffairs

, vi

i) Fi

nanc

e, vi

ii) E

stab

lishm

ent

(Per

sonn

el),

ix)

Aud

it, x

) Le

gal A

ffairs

, xi)

Sta

tistic

s &

MIS

, xii)

Qua

lity

Ass

uran

ce &

A

ccre

dita

tion,

xiii

) In

fras

truc

ture

Dev

elopm

ent,

and

xiv)

hig

her

Edu

catio

n In

form

atio

n Te

chno

logy

, xv)

Hum

an R

esou

rces

Dev

elopm

ent,

xvi)

Ext

erna

l Deg

rees

and

Ext

ensio

n Co

urse

s, an

d xv

ii) S

tate

& N

on-s

tate

Alte

rnat

ive

Hig

her E

duca

tiona

l Edu

catio

n (S

ame

as

Act

ivity

UG

C 1.

1.1.

1).

UG

C &

WS-

HE

TCSe

c. /

UG

CSE

C 5.

2.1.

1

UG

C 5.

1.1.

2A

ll di

visio

ns o

f U

GC

to p

repa

re a

ctio

n pl

ans

to g

o alo

ng w

ith t

he g

oals,

obj

ectiv

es a

nd

stra

tegi

es p

resc

ribed

in th

e U

GC

Polic

y an

d St

rate

gic

Dev

elopm

ent F

ram

ewor

k (2

011-

2015

) an

d su

bmit

for a

ppro

val o

f th

e Co

mm

issio

n an

d im

plem

ent t

here

afte

r.

Sub

-act

ivit

ies

- fo

r 13

Dep

artm

ent/

Div

isio

ns

& 3

un

its

(See

Par

t II

: Act

ion

Pla

ns

of

Dep

artm

ents

/D

ivis

ion

s/U

nit

s)

UG

CSe

c./U

GC

See

Part

II

of U

GC

Corp

orat

e Pl

an

(201

1-01

5)

UG

C 5.

1.1.

3U

GC

to m

onito

r per

form

ance

of

all d

ivisi

ons a

nd u

nits

again

st th

e ac

tion

plan

s pre

pare

d by

re

spec

tive

divi

sions

/uni

ts a

t 6 m

onth

ly in

terv

als.

NFR

Sec./

UG

CH

ead/

ED

SEC

5.2.

1.3

ED

5.

2.1.

3

UG

C 5.

1.1.

4U

GC/

HRD

U t

o de

sign

and

cond

uct

regu

lar i

n-se

rvice

sta

ff t

rain

ing

prog

ram

mes

, in

co

llabo

ratio

n w

ith W

B-H

ETC

Pro

ject

UG

C &

WB-

HE

TC

Sec/

UG

C &

Hea

d/H

RD

HRD

U

5.2.

1.4

ED

5.

2.1.

4


129

UG

C 5.

1.1.

5U

GC

to a

dopt

a su

itabl

e ‘T

otal

Qua

lity

Enh

ance

men

t” p

acka

ge to

impr

ove

hous

e ke

epin

g an

d offi c

e an

d pe

rson

nel m

anag

emen

t pr

oced

ures

(sam

e as

Act

ivity

1.2

.2.4

& A

ctiv

ity

2.1.

1.5)

UG

CSe

c./U

GC

,

Hea

d/G

AD

&

Hea

d/E

D

GA

D

5.2.

1.5

ED

5.

2.1.

5

Stra

tegy

5.1

.2

Impr

ove

Man

agem

ent I

nfor

mat

ion

Syst

em a

nd H

ighe

r Edu

catio

nal I

nfor

mat

ion

Tech

nolo

gy (H

EIT

) cap

acity

of

the

UG

C –

IT in

fras

truc

ture

, ICT

usa

ge c

apac

ity, I

T lit

erac

y of

sta

ff a

nd c

apac

ity a

nd e

ffi cie

ncy

of in

form

atio

n co

llect

ion,

stor

age,

analy

sis, r

epor

ting

and

diss

emin

atio

n w

ithin

and

am

ongs

t the

div

ision

s and

inst

itutio

ns.

UG

C 5.

1.2.

1Im

prov

emen

t of

IT in

fras

truc

ture

and

tech

nica

l cap

acity

of

the

UG

C an

d U

nive

rsiti

es/

HE

Is (J

oint

act

ivity

by

UG

C an

d U

nive

rsiti

es/H

EIs

).U

GC

& W

B-H

ETC

Sec./

UG

C H

ead/

HE

IT

HE

IT

5.1.

2.1

UG

C 5.

1.2.

2In

stitu

tiona

lize

IT g

over

nanc

e an

d m

anag

emen

t, an

d cu

lture

with

in th

e U

GC

and

Uni

vers

ities

/HE

Is –

Est

ablis

h a

Hig

her E

duca

tion

Info

rmat

ion

Tech

nolo

gy C

oord

inat

ing

Com

mitt

ee a

t the

UG

C an

d IT

Sup

port

Serv

ices U

nits

at U

nive

rsiti

es (J

oint

act

ivity

by

UG

C an

d U

nive

rsiti

es).

UG

C &

WB-

HE

TCSe

c/U

GC,

H

ead/

HE

IT

HE

IT

5.1.

2.2

UG

C 5

.1.2

.3Tr

ainin

g of

UG

C &

Uni

vers

ity/H

EI s

taff

on

IT N

etwo

rk a

pplic

atio

ns (J

oint

act

ivity

by

UG

C an

d U

nive

rsiti

es).

UG

C &

WB-

HE

TCSe

c./U

GC

Hea

d/H

EIT

Hea

d/H

RDU

HRD

U

5.1.

2.3

HE

IT

5.1.

2.3

UG

C 5.

1.2.

4St

reng

then

ing

of M

IS D

ivisi

on a

nd M

IS N

etwo

rk c

onne

ctin

g all

Uni

vers

ities

/HE

Is

inclu

ding

setti

ng u

p M

IS U

nits

and

Coo

rdin

atin

g Co

mm

ittee

s in

all U

nive

rsiti

es/H

EIs

UG

C Se

c./U

GC,

H

ead/

Stat

istics

an

d M

IS

MIS

D

5.1.

2.4


130

Ob

ject

ive

5.2

Im

pro

ve lo

yalt

y, a

llegi

ance

an

d c

omm

itm

ent

of e

mp

loye

es o

f th

e U

GC

Stra

teg

y 5.

2.1

Cre

ate

con

du

cive

wor

kin

g en

viro

nm

ent

and

wel

fare

fac

iliti

es a

t th

e U

GC

UG

C 5.

2.1.

1Re

furb

ish th

e ex

istin

g pr

emise

s to

crea

te a

plea

sing

work

ing

envi

ronm

ent a

t the

UG

C (o

ngoi

ng a

ctiv

ity)

Gov

ernm

ent

Fund

s

Sec./

UG

C &

Hea

d/ID

D &

H

ead/

GA

D

SEC

5.2.

1.2

IDD

5.

2.1.

1G

AD

5.

2.1.

1

UG

C 5.

2.1.

2

Acq

uire

add

ition

al sp

ace

to m

eet t

he u

rgen

t spa

ce re

quire

men

t – by

pur

sing o

ne of

follo

wing

4

optio

ns; a

) relo

cate

the U

GC

from

the p

resen

t loca

tion

to mo

re sp

aciou

s loca

tion

and

prem

ises a

nd

consol

idatin

g the

facil

ities

and

servic

e uni

ts dis

perse

d ar

ound

und

er on

e roo

f or

b) c

onstr

uct

an ex

tensio

n at

pres

ent l

ocatio

n to

meet

the s

pace

requi

remen

ts or

c) a

cqui

re po

rtion

of th

e bui

lding

curr

ently

used

by t

he

Min

istry

of H

igher

Edu

catio

n or

d) r

ent a

suita

ble n

earb

y fac

ility

to ho

use s

ome o

f th

e Divi

sions

/Uni

ts of

the U

GC

Secre

taria

t

UG

C

Sec./

UG

C,

Hea

d/ID

D &

H

ead/

GA

D

SEC

5.2.

1.2

IDD

5.2.

1.2

UG

C 5

.2.1

.3St

reng

then

welf

are

and

recr

eatio

nal f

acili

ties a

t the

UG

CU

GC

Sec/

UG

C,H

ead/

ED

, H

ead/

GA

D

SEC

5.2.

1.3

ED

5.

2.1.

3 G

AD

5.

2.1.

3

University Grants Commission plan 2011 - 2015.pdf · University Grants Commission ... 2015...

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