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Third Party Validation Study
Inception Report Improved Strategic Management Planning and
Accountability in Public HEIs
THIRD PARTY VALIDATION STUDY
IMPROVED STRATEGIC MANAGEMENT
PLANNING AND ACCOUNTABILITY IN
PUBLIC HEIs
Sarfraz Khawaja Ph.D. (University of Missouri, Colombia, USA) INDIVIDUAL CONSULTANT
HIGHER EDUCATION COMMISSION OF PAKISTAN
THIRD REVISED
DRAFT REPORT
January 28, 2015
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3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | i |
EXECUTIVE SUMMARY
The main purpose of this report has been to review and validate the Business
plans prepared by the Universities against the components of the template
provided by HEC. This was done in the context of Disbursement Link Indicator #
10 of the TESP which mentioned “Improved Strategic Management Planning and
Accountability in Public Sector Higher Education Institutes (HEIs)”. The baseline
for this indicator are the Business plans. The matrix analysis of Business plan
reveals that how many universities followed how much percentage of the
contents provided in the matrix. For detail analysis of each HEIs please see
Annex ‘I’ & ‘II’.
Number of Universities Percentage followed Business plan Matrix
25 More than 80%
10 More than 60%
1 More than 50%
3 More than 30%
Number of Universities Percentage followed Annual report Matrix
23 More than 70%
7 More than 40%
3 More than 30%
5 More than 10%
The analysis of the Business plan reveals that all the universities made
reasonable efforts to prepare the plan depending upon the capacity of the each
Institution. However some specific issues have been identified as the result of the
analysis.
i) Higher Education Institutions (HEIs) in the Public Sector have been
inherently and by practice are in the habit of managing universities on the
basis of government funds. Although some universities generate good
amount of resources (about 50%) other than government funding. But to
take this responsibility of generating resources through innovative and
research instrument has been a new challenge to accept. This would take
quite some time.
ii) The Business plan matrix was comprehensive but universities were not
sure about the areas of focus. Every institution tried in its own way and
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experience to identify the key areas. For some enrollment was more
important for others it was infrastructure and buildings, some focused on
quality in a partial way, and few emphasized resource generation.
iii) The issue of quality in most of the business plans are mainly linked with
money. Whereas the focus should have been on faculty development,
research, curriculum revision, evaluation methods, laboratories and other
teaching learning resources. Money is important but the reluctance to
generate resources is not justified.
iv) There has been no governance system prevailing in the universities. But
universities are administered in an old style controlling mechanism where
any change or prospect of change has been considered as a threat to the
academic harmony of the university. The four key elements of good
governance are necessary for strategic management and planning. These
are Accountability, Transparency, Participation and Predictability. These
have not been sufficiently adopted and practiced in the Business plans.
v) The development of faculty is necessary to improve the quality of teaching
and research in the university. The pedagogical skills is a key for effective
teaching but this has been almost missing in the Business plan. There are
certain programmes mentioned to develop the skills of faculty members
but lack of funding has often been the reason to leave behind these
programs.
vi) There has been practically no monitoring and evaluation system prevalent
or practiced in the universities. The sufficient understanding, need and
availability of a monitoring system is lacking. They need experts to develop
a monitoring system and train the staff to implement it. They may be
generally apprehensive that any proper monitoring system may interfere
with the autonomy of the universities.
vii) There has been insufficient clarity among the universities about the
linkages with TESP and MTDF/HE-II and how it is related to Disbursement
Link Indicators. As a result there has been lack of understanding about the
purpose of Business plans. Hence the plan remain a static documents
instead of an operational plan.
viii) More than 60% of the Business plan reports are suffering from internal
inconsistencies especially with reference to quantitative information. There
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were different figures of the same component of same year at different
pages.
ix) Most of universities who had established and operationalized ORIC
performed better in research, innovation and commercialization. The need
and importance have not been fully appreciated by 30% of the universities
hence they have been reluctant to establish the ORIC and benefit from it.
x) The universities are working mostly through a Centralized Administrative
system. The decision making is practically vested in one person despite
the presence and functioning of some institutional arrangement. The
concept of strategic management planning needs to be imbibed and then
established for practice.
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ACRONYMS
CGSP Center for Governance and Strategic Planning
DLI Disbursement Link Indicator
DSD Directorate of Staff Development
FGD Focus Group Discussion
HEC Higher Education Commission
HEIs Higher Education Institutions
KUST Kohat University of Science and Technology
M&E Monitoring and Evaluation
MTDF Medium Term Development Framework
NAM New Accounting Model
ORIC Office of Research, Innovation and Commercialization
P&D Planning & Development
PAD Project Appraisal Document
PETS Public Expenditure Tracking System
PMES Project Monitoring and Evaluation System
PSDP Public Sector Development Program
SWOT Strengths Weakness Opportunities Threats
TESP Territiary Education Support Project
TPV Third Party Validation
TTS Tenure Track System
WB World Bank
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CONTENTS
INTRODUCTION AND BACKGROUND ............................................................. 1
METHODOLOGY AND RESEARCH INSTRUMENTS ........................................ 3
FINDINGS ............................................................................................................ 6
RECOMMENDATIONS ..................................................................................... 20
CONCLUSION ................................................................................................... 24
ANNEXURES .................................................................................................... 25
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Chapter 1
INTRODUCTION AND BACKGROUND
Territiary Education Support Project (TESP) is partially funded by the World Bank
worth US$300 million with implementation period from 1st July 2011 to 30 June
2015. The total estimated cost of the project would be US$1.995 billion. The
project is being implemented by the Higher Education Commission (HEC). The
Key project objective has been to “improve the teaching, learning and research
for enhanced access, quality and relevance of terrtiary education.” The project
would support the higher education in Pakistan under two components. The first
will be program financing and second would be capacity building, policy design
and Monitoring and Evaluation. The four sub parts of the first component are
improved fiscal sustainability and expenditure effectiveness, enhanced quality
and relevance of teaching and research, improved equitable access and
strengthening governance and management. The sub-parts of the second
component will be to strengthen capacities for program implementation and
Monitoring and Evaluation system (M&E). These sub parts of the two
components have become implementation instruments as well.
The project identifies Ten Disbursement link indicators. The disbursement would
be made against the achievement of the deliverables of each DLI. The validation
instrument and performance measurements tools have been mentioned against
each DLI separately in the TESP document provided by HEC to the consultant.
These include Medium Term Development Framework (MTDF-HE/I&II), Project
Appraisal Document (PAD) for Territiary Education Support Program (TESP),
Templates for Annual Reports and Business Plans.
For the purpose of this validation exercise the Disbursement Link Indicator
number ten (DLI#10) has been assigned which urges “Improved Strategic
Management Planning and Accountability in Public Higher Education Institutes
(HEIs)”1. The baselines for this indicator are Business Plans and Annual Reports
prepared by HEIs as per HEC’s Template Format.
1 Project Appraisal Document: p33
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The first five year Medium Term Development Framework (MTDF-I) was
launched in 2005 and identified Access, Quality and Relevance as the key
challenges to Territiary education. It has been reported that the “Interventions
introduced by HEC (in 2005-10) have largely been successful as the higher
education sector has experienced an unprecedented expansion and the
improvement in Quality of learning and research during this period”2.
The HEC has planned to concentrate on the sustainability of these gains. But the
areas of focus during MTDF-II (2010-15) are faculty development and quality
Improvement.3 However “measures are to be introduced for promoting innovation
and enhancing integration of higher education section to the society and
community”4 . During the implementation the emphasis would also be on the
internal development of the universities as world-class centers for learning and
research. It is further reiterated to link this development to the society and
industry. The MTDF-II seeks guidance and taking a leaf from the “Vision 2030”5
intends to maximize the potential of universities to serve as engine of socio-
economic development of Pakistan.
The universities in Pakistan do need an efficient governance Model, job related
skills for students and juxtapose the demand of market economy in the context of
subject selection, degree programs and training.
This validation study has following objectives:
i) Review and validate the conformity of Business Plans and Annual Reports
prepared by Universities against the templates provided by HEC6.
ii) Analyse the Matrix of 40 Business Plans and 40 Annual Reports7 as per
the templates and review the do ability of business plans.
iii) Assess the progress of (5) Business Plans of Universities as to whether
the (5) Annual Reports adequately provides forecasts for such plans8. 2 Medium Term Development Framework II (MTDF-II) 2010-15: Higher Education Commission: Pakistan: p4 3 The MTDF-II contains one hundred and four (104) objectives and ninety eight (98) performance indicators spread
over seven (7) chapters. This cannot be compared either with 40 Annual Reports ( Each report contains fifteen
chapters &sixty nine subsections) or 40 Business Plans ( Each plan contains twelve chapters & eighty nine subsections) 4 Medium Term Development Framework-II: p4 5 Planning Commission Government of Pakistan: VISION 2030: Islamabad: 2007 6 Template for Annual Report contains 15 chapters and 69 subsections. A matrix would be prepared for Annual Reports
as agreed in the video conference of April 29/2014 7 Template for Business Plan contains 12 chapters and 89 subsections. A matrix would be prepared for Business Plans
as agreed in the video conference of April 29/2014
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Chapter 2
METHODOLOGY AND RESEARCH INSTRUMENTS
This is a third party validation study about the DLI#10 which is part of TESP. This
has been juxtaposed with MTDF/HEC-II which further clarifies the dimension of
validation. The validation has to be done of the “conformity of Business Plans”
against the “Improved Strategic Management Planning and Accountability in
Public Higher Education Institutions (HEIs)”.
In view of the objectives of the validation study mentioned in the previous section
(Introduction & Background) multiple methodologies and research instruments
have been applied. First which consists of the review of key documents provided
by HEC to the consultant. This includes the Project Appraisal Document of (PAD)
for Territiary Education Support Project (TESP), Templates for Business Plans
and Annual Reports, review, analysis, findings and recommendations for the
Business plans of each university. In addition the Higher Education Medium Term
Development Framework I and II have also provided a useful linkage between
the TESP, MTDF-HEC I&II and the Disbursement Link Indicators especially
DLI#10.These documents not only provided the background of Third Party
Validation Study but also the necessary guidance in the different components for
comprehension and analysis. Second was the comprehensive review of SWOT
analysis not only to identify problem or weak areas but also indicate the doabilitiy
of the Business plan where possible. The innovative opportunities in the future
context for improved quality, resources generation, commercial activities through
research and consultancy services were also highlighted. Most of the universities
undertook the SWOT methodology as a serious exercise and perform it with
commitment and professionalism to identify strengths and opportunities and how
to overcome threats and weaknesses. Third was a Response Sheet /
Questionnaire (Annex A) prepared for five universities to be visited by the
consultant but only with 20% weightage. The key purpose of the Questionnaire
was to have controlled response which could be quantified if required. The
remaining 80% information was obtained from Focus Group Discussions. The
sample units have been the office of Deans, Registrar, Directorate of P&D,
8 The consultant requested to kindly provide hard copies of 40 Annual Reports & 40 Business plans. The HEC kindly
accepted the request.
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Budget and Finance, ORIC, Quality Enhancement Cell, Academic and Non-
academic Staff Association. Forth, Focus Group Discussions to provide major
part of the Qualitative information. The focus group discussion were open ended
but a Ten brief questions (Annex B) were prepared to keep the uniformity of
asking related questions to different focus group discussants. The major benefit
of this approach was that respondents expressed their views frankly and in detail.
There was no reticence on the part of the FGD participants as they did not give
any written comment. Another positive aspect of this method was that
unexpectedly some key participants were not properly aware or briefed or
participated in the preparation of Business plan. Similarly ORIC, though
established, has been working with very junior staff without regular Director or
other senior person. Sometime extremes views were presented in the FGD but
those had to be carefully synthesized for report writing.
Fifth was the field visit to five universities identified by HEC. This sample was
selected by HEC probably on the basis that, those five universities prepared the
business plan in the stipulated period given to all HEIs. This was the reflection of
their commitment to the preparation of the business plan. The sample should
have included HEIs from the provinces of Sindh and Balochistan. However the
visit to the universities proved to be very useful. The visit to Kohat University of
Science and Technology (KUST) was a challenge to see how the university is
working reasonably well in an extremely uncertain law and order situation. The
access to university and leaving the campus before sunset was required but
students and faculty both braved it.
Sixth and off course very important were the meetings with the TESP team either
face to face or through video conferences. This provided intensive opportunity
both to consultant and client to discuss the issues succinctly to facilitate the work
performance. The frequent exchanges of emails and telephone conversations
have been of great help to complete the assignment as per HEC guidelines. The
discussion and guidance by the senior management was quite useful. Seventh,
finally extremely important method was to prepare a composite report of each
Public Sector Higher Education Institution based on the information provided in
Business plans. Each report contains findings and recommendation. It is
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necessary to mention that needs of universities interms of the implementation of
Business plan were different from each others. However few areas need help and
professional support across the board. Some of these are Monitoring &
Evaluation System, relevance of quality and to link it with Higher student
achievement, reluctance in generating funds through innovative approach and
not just enhancing the tuition fee, the intensive efforts required to generate quality
research for operational use also need to be practiced. The internal inconsistency
of the business plans was constant in reporting.
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Chapter 3
FINDINGS
These are the findings of the third part validation study (TPV) of the disbursement
link indicator number ten (DLI#10) which is part of the TESP. The key objective of
the study has been to “validate the conformity of the Business plans” prepared by
the universities. About 90% of the Business plans were launched in June 2013.
The methodology has been explained earlier. However these findings are based
on several documents and resources namely the Business plans and composite
report of each plan prepared by the consultant, Annual reports and Matrix
analysis of both Business plan and Annual reports. Findings are as follows.
1. Analysis of Business Plan
The efforts made and the time spent in preparing the Business plans by each of
Higher Education Institutions (HEIs) in the public sector under this study need
appreciation and support for the hard work and good performance. The 25 HEIs
followed more than 80% of the guidelines of template provided by HEC which
contains Twelve Chapters with several sub-components. All of the Business
plans reflected the future targets and projections for the next five years by each
university. Hence the business plans is basically a development plan for five
years like the National Five Years Development Plan. The efficacy of the
business plans have been analyzed to determine the capacity of each university
to achieve the laid down objective in the form of projections on annual basis.
Although the template was prepared with lot of efforts but it went into certain
general as well as micro details which gave an impression that a research paper
has been prepared. It was made an academic exercise whereas the preparation
of Business plan would have been an operational activity and not a static
document. However HEC made very sensible choices by highlighting key areas
based on the TESP objective. Those areas include Faculty Development,
Research, Budget & Finance, Quality of Education, SWOT Analysis,
Establishment and Performance of ORIC, International linkages, Marketing and
Commercialization activities.
It seems that the key stakeholders of the universities were not properly briefed /
trained about the purpose of the business plan and why and how it was a crucial
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input from the universities to achieve the overall objectives of the TESP and
certainly to raise the quality of higher education and make it as much possible
and closer to world class standards. The other possibility is that the universities
did not fully comprehend the importance of the business plan and took it as a
routine exercise or information gathering exercise to satisfy the demand of HEC.
The third possibility is that the professional guidance to prepare this operational
document was neither available with universities nor provided to them. Hence
they could not focus the components / areas of real importance of the business
plans.
2. The Quality of Education
The quality of education is a complex preposition. The perceptions and
understanding has been divergent on this issue. It needs clarity and specificity
which was missing while preparing the business plan. Some related the quality
issue with buildings and infrastructures, air conditioned rooms and laboratories,
some others have been inclined to link it with increased enrollment and some
others seem to be of the opinion that enhanced amount of money would
intrinsically improve the quality of education. However there is a need to clarify
the concept. The quality is directly proportionate to student achievement. If the
student scores have improved it means the quality is improving. But there are
four key elements or indicators identified internationally for the quality
improvement. First is the curriculum revision / modification / modernization.
Curriculum revision is a slow process and complex one. It takes a cycle of about
three years if done efficiently and properly. But this is continuous and not static
exercise. Second is the teaching learning resources which could mean
compulsory readings, Reference Books, Teaching Material juxtaposing the
revised modernized curriculum. Third indicator is the teachers, their training
based on the new curriculum and accordingly the Text and Reference Books.
How much research has been done? The quality of research itself, Is it only basic
or operational, published or unpublished etc. This directly relates to faculty
development, concurrent training and obtaining Ph.d. degrees. Fourth is the
method of evaluation which could be multiple and varied and combination of
different approaches. These are the four key elements but not absolute and
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comprehensive. The access indicators of building, enrollment, fee structure are
usually mixed with quality indicators.
Most of the universities emphasized on the number of publications. The higher
the published number the better it is for appointment, promotion and recognition
of faculty members. The publication in impact factor journals by the faculty
members is substantial. But most of it have been on low impact factor journals.
As a result and despite the sincere efforts of the universities to improve standard
of education the ambiguity somewhat created uncertainty and hindrance. There is
increased potential in the universities to overcome this limitation to raise the
standard of education but a composite and comprehensive program needs to be
launched by each university.
It is worth mentioning that curriculum modernization and revision have been
given least importance in all the business plans with very few exceptions.
Similarly the faculty development did not get sufficient importance and attention
whereas the enrollment is surging and number of degree programs multiplied in a
short span of few years. Degree programs are offered in two to three shifts. It is
good that issue of access is being addressed. But where do they get the properly
qualified and trained faculty to teach and guide students. Even M.Phil and Ph.d.
programs in Physical Sciences, Information Technology and Engineering are
offered in abundance. Some restrained is required in this context unless the
properly qualified faculty is available.
3. Program Financing
The program financing is one of the key objectives of the TESP, which does not
mean money supply by the World Bank for university programs. It clearly
delineates that improved fiscal sustainability and expenditure effectiveness and
strengthening of governance and management would be the key elements. The
key issues raised is the fiscal sustainability which means that universities need to
generate and manage financial resources and sustain the institution with least
dependence on the government funding. However resources generation has
obtained necessary importance in the business plan but specific and focused
programs have been missing in the business plan for this purpose. Fiscal
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sustainability is not just the resources generation by the university but equally or
perhaps more important is the expenditure control.
The universities have historically been run with the government funding mostly
from the federal budget. The provinces made a negligible contribution to the
universities in the respective provinces. The provinces are the beneficiaries of the
existence of universities in their province but without taking any financial
responsibility. This is dichotomy which needs to be corrected. It is a political issue
and involve federal and provincial relations.
But university as well established entities cannot be absolved of generating
resources. However this is happening casually for three main reasons.
First, university as a public sector institution inherently and is convinced that it is
the responsibility of the government to provide funds. HEIs do generate funds
from tuition fee and other means and substantial amount is available. But
universities spend that money mostly on recurring side and not for development
purposes of the university. As an example a large number, sometime
unnecessary, of lower staff on daily wages are hired and certain other
unnecessary expenditure. This mind set has to be changed of the Senior
Management of the university only then it would permeate in the support staff and
other officials of the university.
Second, there is lack of sufficient clarity about the purpose of resource
generation. It has been considered by the universities as a burden as opposed to
independence on government dependency. Most of the universities can generate
sufficient resources to run the university with minimal financial support but it is
considered a huge responsibility for which the senior management is not ready to
accept it.
Third, the complex accounting system is another problem. The funds coming
from different resources have to be accounted for and kept in different heads and
then maintain it as per the financial and audit rules of the government. This
means more work and responsibility on the office of Accounting and Budget. Still
there are several universities not fully benefiting from the computerized /
electronic system.
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4. Governance and Management Planning
There has been no uniform governance system for HEIs. The intra-institutional
variations exist but do not reflect any comparative advantage. Although the each
business plan mention an elaborate institutional existence in the form of Senate,
Syndicate, Academic Council, Board of advanced studies and many Committees.
But the governance demands such management planning which is Accountable,
Transparent, Participatory and Predictable. “Ineffective governance and
management structures and practices” were at the top of the list of “longstanding
maladies afflicting higher education in Pakistan and the most important reasons
for declining standards of higher education” (Findings of Higher Education
Taskforce in 2000).
In the existing university administrative structure there is no established
accountability system. Financial audit is being considered the most important part
of accountability. But academic accountability is missing and so is the decision
making by senior management. Another key element is transparency. Although
the governing body and executive management do exist in the universities but
how much the transparency is practiced raises a big question. It is difficult to
change the mind set of sharing authority in transparent manners. The guidance
by the Vice-Chancellor is necessary not only as the Chief Accounting officer but
also as the leader of the Executive Management. There is lack of participation of
stakeholders in decision making in the universities. The involvement of
stakeholder such as community leaders, philanthropists, industry specialist,
academicians and alumni are a Sin quo Non of modern governance to help in
Strategic Management.
Generally there is lack of an effective vision and strategies to produce quality
graduates. The quality maintenance processes is either quite weak or non-
existence.
In some of the universities fiscal efficiency is reasonably well practiced in the
context of economic growth and cost control. But the number of these institutions
is too small. Most of the universities are reluctant to promote economic growth
which would minimize financial dependency on the government. There is lack of
financial transparency despite the practice of cost control.
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Despite many efforts made by the government and universities to expand,
promote and excel in higher education but still there is lack of ownership of higher
education by the community, private sector and public at large. Although the
other levels (i.e. primary, secondary or higher secondary) are not much different
on the scale of ownership.
The template of the business plan has allocated chapters to expand university –
industry interaction. The new office of Research, Innovation and
Commercialization (ORIC) have also been established but this area is still quite
weak. It has lot of potential which has not been developed.
Similarly the business plan intends to encourage and establish relationship
between the communities and the universities. However not much progress has
been made in this respect.
Most of public sector institutes of higher education have been administered
through a centralized controlled system. This tradition was practiced inherently
with the universities established earlier. But this practiced was somewhat
challenged in 1960’s when the disciplines of public and business administration in
Pakistan were started in late 1950’s. The Institute of Business Administration in
Karachi and Department of Public Administration in Punjab University were
established. This institutionalization was the milestone for the change of mind set
from Administration to Management. In addition the advances in information and
communication technology have provided new avenues for rapid expansion in the
provisions of the universities. This change demanded and questioned the quality
of education, faculty development, low enrollment, total dependency on
government, lack of operational research, no linkages with industry and
commercial activity, teaching methodology and need for curriculum revision.
5. Faculty Development
Faculty development is a core area to enhance the access and improve the
quality of education. Thus the faculty advancement and training is both on access
as well as quality indicators, hence its importance increases many times
compared to any other indicators. But the faculty development is not limited to
obtaining higher degree alone but it extends to terminal qualifications of faculty
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members, publications in referenced journals, international recognition, grants
won by them and teaching evaluation by students. This package is not limited
only obtaining to M.Phil and Ph.d. degrees. The business plans thinly tried to
cover some of these aspects but not with sufficient focus and relating it to the
Quality of Education.
The Business plan only focused on increasing or rather doubling the number of
existing faculty members in the next five years. How this would be achieved
remains a big question. There was no special fund allocated for this major activity.
It was mostly expected that government would provide scholarships for sending
the teachers abroad to obtain MS/M.Phil/Ph.D degrees. Despite the fact that
many public sector universities offer all these programs in abundance on regular
basis. But the tendency to depend on the government funding for foreign training
remains a priority.
The business plans does not provide much information regarding the efforts by
already trained faculty to be involved in planning and implementation of training
programs in pedagogy, research, testing, communication, academic planning and
management, learner’s psychology, teaching practicum, micro teaching and such
other skills.
The incentive schemes to encourage and promote faculty development has been
mentioned in the business plan by some universities. The most important has
been the appointments on Tenure Track system (TTS). This has substantially
raised the income of university teachers but there has been no significant
indication and its composite positive affect except the number of publications has
increased substantially. In the HEIs in the public sector included in this study
about 500 tenure track faculty has been appointed to promote and reward
excellent practices of teaching and improve its status and recognition. However
the innovative approaches and modern methods of teaching and research has
not been significantly adopted. Hence on average the percentage of faculty
members in universities with terminal qualification is still 50% or less. Similarly
the number of Ph.d. students per faculty members needs to be rationalized.
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The business plan with few exceptions, mentioned some short courses for
enhancing the subject knowledge. Two more points also deserves to be
mentioned. First is the opportunity of split degree programs for Ph.d. have almost
been missing in business plan except few HEIs. Second that the percentage of
university teachers undergoing the in-service training program other than
M.Phil/Ph.d. is extremely small.
6. Financial Sustainability
The template for the Business plan of chapter 10 is the most comprehensive and
detailed but the information provided by the HEIs is scanty and insufficient. Most
of the information provided in this chapter is about the revenue generation on
annual basis and the expenditure incurred during the same financial year. The
advantage of this information is that the annual deficit or surplus amount in the
budget was dominantly transparent.
The weakest part of chapter number 10 of the business plan was about Financial
sustainability and entrepreneurial drive. Almost all the universities provided
information about income expenditure statement and cashflow statement.
However very scanty or no information by the universities were provided about
i) Maintain financial bed ii) long term investment iii) Adopting and maintain
entrepreneurship culture. Similarly information was missing about products
commercialization, university facilities can be franchised and marketed both
locally and internationally, outcome of research can be commercialized.
This is the reflection of a mind set that the universities still want to work in
academic isolation and not bold enough to take initiatives for resource generation
and financial independence. But the question of financial sustainability still
remains important.
The business plan demonstrates that 80% or more universities generate about 50%
of resources for recurrent expenditure generated through fees and other sources
than the government grants. But for the Development Expenditure with very few
exceptions the entire finances have been provided by the federal government.
Universities are reluctant and weak in fund raising for the institution, don’t fully
engage the stakeholder to invest in building the universities and assume a
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leadership role in the community for the advancement of the universities. For this
the universities need to develop financial and business plans. It seems that
perception of the university management and faculty is that it is not their job to
involve in resource generations other than conventional way to collecting different
categories of fees from students.
In the projection of the business plan universities want to do many things
including enrollment surge, new programs, enhanced infrastructure, hiring more
faculty members but what they want to achieve and how? Is it only the growth in
the present set up? What they want to do for modernization and advancement? If
so then they have to go for innovation and change. The need to undertake the
strategic review of their assets and investment plan for those assets. They used
to accept certain successful international models where strong leadership,
strategic planning and management and financial sustainability are the
prerequisites. It is necessary to have strong commitment to built capacity for fund
raising and university advancement. The second part of financial sustainability is
the prudent spending and fiscal control.
There is dearth of experienced professional in the universities in this field of
financial management and sustainability. Also the private funding for public
higher education is a challenge which needs to be addressed upfront and create
confidence in the private sector that investment in public sector higher education
is still an open field. This long term investment in universities can bring rich
dividends. HEC needs to provide not only leadership but arrange professionals
for the universities in resources generation and financial sustainability. The
professional standards and ethical behavior need to be established alongwith
efficient and effective management system to win the confidence of private sector
to invest in public sector higher education.
The financial management and accounting system need to enhance transparency,
quality and reliability of financial information and timely reporting. In this regard
efforts are on going to introduce and establish New Accounting Model (NAM) for
which Accounts office need training and professional support. There is another
initiative of public expenditure tracking system (PETS). In addition the planning
commission has also developed a project Monitoring and Evaluation System
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(PMES) for the entire Public sector development program (PSDP) inclusive of
higher education.
7. Monitoring and Evaluation
The monitoring and evaluation has been mentioned quite frequently in Business
plans and several other documents. The key purpose of this tool is to measure
the performance of an institution or organization like a university, against certain
activities (That is for monitoring) and against objectives (That is for evaluation).
Hence the activities and objectives have been the focus of M&E system.
The monitoring of the universities in the public sector is facilitated by evaluation
of their economic and financial performance. Economic monitoring relates to the
effectiveness of policy formulation and implementation and efficiency resources
use. Financial monitoring covers accounting system for expenditure control and
internal and external audit. Similarly the Academic Monitoring and Evaluation is
also an important element / area within the universities.
Although there has been no separate chapter allocated in the business plan
template but the subject of M&E has been often been referred in the business
plan prepared by the universities. Most of the public sector HEIS have provision
and made efforts for M&E but none of the universities have any system in place
of Monitoring & Evaluation.
Most probably it is not be lack of will or desire to shy away from M&E, but
perhaps it is that lack of professional support and expertise in this difficult, though
often referred, area of monitoring and evaluation. If proper system is established
in the universities it would help transparency in decision making about different
policies and sectors of the universities, reduces uncertainty and can help to
minimize the resources wastage. Here the resources are meant all the facilities /
assets of the university. Time is a big resource, so is the university building,
faculty and all other things.
The key purpose to establish and implement the Monitoring & Evaluation system
would be to deliver services in such a way that appropriate benefits accrue to
students and all other stakeholder in the service and support of the university.
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The linear projection model have been used in most of the business plan for
projecting student enrollment during the next five years. The big assumption is
that the situation in the country and around the university would remain same
which means that the flow of funds from the government would remain constant
or increasing. But the whole exercise of business plan is a lesson or indication
that finances are squeezing with the government and sector is expanding hence
the universities need to change this mind set and generate resources through
innovative means and commercialization. The public private partnership is one
such instrument which would help generate and sustain resources for the
university. The private sector would only invest if the transparency and
accountability properly established and followed. That is why the establishment
and implementation of Monitoring and Evaluation system is not only necessary
but imminent especially is the public private partnership for public sector
universities.
8. Matrix Analysis
Some findings of Matrix Analysis are given below:
i) About 80% of the university / higher education institute included in this
study followed the contents of the template of Business plan as
provided by HEC.
ii) The remaining 20% of the universities deviated about 10% the contents
of the template.
iii) About 64% of the universities provided the relevant material against the
topic given in the content.
iv) About 13% of the bigger universities deviated or inclined to deviate
from the contents of the template as against 7% of smaller universities/
institutes.
v) In the context of quality the weakest information was provided in the
areas of faculty development, curriculum revision / modernization,
teaching methods, reading material.
vi) On the financial side the component of financial sustainability
contained the weakest information and dependence on the government
for funds remained constant.
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vii) Innovation, commercialization, resources generation and community
activities could not get necessary attention by the universities.
viii) Expansion programs took the priority over consolidation hence the
quality was the areas of focus.
9. Findings of Some Individual Universities
The above mentioned findings are composite for the HEIs collectively. But the
findings and recommendations of each HEIs are identified individually also.
Those have been given in the separate report at Annexure III. For the purpose of
variation and clarity individual findings of some universities without identify them
are presented here. The recommendations against these findings of individual
universities are also given under each university at Annexure III.
University One:
i) Financial control and prudent spending has been performed very well.
Similarly the emphasis on Research by the university need recognition.
SWOT analysis has been done professionally and clearly identifying problem
areas and opportunities.
ii) There is lack of internal consistency in report. The information / data varies
for the same year at different places in the Business plan.
iii) ORIC has not been established and performance of e-governance clearly
related to ICT is poor.
iv) The linkages with Industry and community does not find any place in the
Business plan.
v) The incentives provided for faculty is good but no plan or program exist for
faculty training.
vi) Some of the projection are lofty which include faculty hiring of 100 Ph.d.
degree holders, achieving e-governance from 5% to 100%, and enrollment
figures etc.
University Two:
i) The preparation of Business plan warrants a serious effort which is missing.
ii) SWOT analysis is done casually. The two important areas of Research and
Faculty development are not of significance in the report.
iii) Distance Education and Modular approach in health education are innovative
efforts hence need further development.
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iv) Financial resources is not a problem area and University has managed the
financial control well.
University Three:
i) This 221 page document is more of a student catalogue than a Business
Plan. It could have been better prepared within less than half of its volume.
ii) The faculty development has been highlighted as a problem area but no
specific or comprehensive plan is provided for this purpose.
iii) Similarly research efforts have been considerably lagged behind.
Publications and use of research for industry and community is lacking.
iv) ORIC is not established and it does not find any reference in the Business
Plan.
v) The issue of quality has been raised but how to address it is the main
question.
University Four:
i) SWOT analysis has not been properly done because it did not find any
significant areas of opportunities and weaknesses / threats.
ii) There has been discrepancies in information specially figures. There is lack
of internal consistency in some places.
iii) Some information has been repeated many times and often with variation.
iv) The linkages with community is negligible. There has been no programs or
activities mentioned in the business plan for community outreach.
v) Publication of research papers in Impact factor or Indexed journal is not given.
University Five:
i) The number of faculty members with Ph.D degree is 30% which is modest.
The balance between social sciences and physical sciences (Basic, Pure,
Applied) with Ph.d. faculty is heavily tilted towards the physical sciences. This
policy still continues.
ii) The brain-drain of faculty members and insufficient opportunities for further
training would make the faculty projection quite unrealistic.
iii) The heavy dependence of the university on the government for funding is not
going to be fulfilled.
iv) University is located in the industrial hub of the country with enormous
commercial and research opportunities which has not been effectively
pursued.
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University Six:
i) Lack of any plan or program for the in services faculty members and no
incentives to continue serving the university has been given. Hence the
university has not been able to retain the qualified faculty specially with Ph.d.
degree.
ii) Despite large faculty with many laboratories the university has not been able
to develop any substantive linkage with industry for commercialization.
iii) Poor coordination between and among the different departments and centers
in sharing and utilization of resources which results in duplication of efforts
and wastage of resources.
iv) Such a large university with huge enrollment, brand name, oldest institution
established in the 19th century, generates considerable resources just from
registration and tuition fees but still asking government most of the time to
provide more money to the university is not justified.
University Seven:
i) Report is not internally consistent in providing information about different
sections. The data varies of the same component on different pages.
ii) Despite the establishment of ORIC the commercialization activities have not
been promoted. Private sector has been perceived as a threat.
iii) Increased student enrollment, opening another campus and enlarging
infrastructure support do not improve the quality of education.
iv) Faculty development program and the quality of degree programs are the
issues which need special attention.
University Eight:
i) Aging faculty is matter of concern especially when the Ph.d. degree holder
are scarcely available for replacement.
ii) Gap between student education and job market needs to be addressed
through curriculum revision.
iii) Lack of integrated use of resources and generation of commercialized efforts
must be addressed.
iv) Information gaps specially revenue generation by the university need to be
mentioned.
v) Stereotyped views that it only imparts religious education, it is conservative
and its degree is not much respected in the open market.
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Chapter 4
RECOMMENDATIONS
1. Need for Operational Plan
Business plans have been prepared with lot of efforts depending on the capacity
and expertise of each public sector institutions of higher education. But the
business plans are not operational documents. The information gathering was
enormous to satisfy the need of template with micro detail hence the focus was
lost. It is recommended that each of the public sector Higher Education Institution
prepare an Operational Plan which should not be more than 10 to 15 pages. The
areas of focus need to be limited and succinct but outcome oriented. This
exercise would not take more than two weeks if the university management is
properly briefed and guided. The key objective is to prepare an implementation
program for not more than three years.
2. Quality of Education
The quality of education is linked with curriculum and modernization / revision,
faculty development, compulsory readings and methods of evaluation. The
universities are quite weak in curriculum revisions and modernization which has
been reflected in the business plan. It is recommended that each department of
the university should prepare a program for curriculum modernization to be
completed within three years. The HEC has to provide professional support
because curriculum modernization is a complex and technical field. Similarly a
faculty training program and not a plan should also be prepared keeping in view
resources availability.
3. Programme Planning
The tendency to go for over ambitious programs without adequate support
system and arrangement to deliver creates problems and frustrations. It is
strongly recommended to rationalize this approach. The business plans of
majority of universities mentioned degree program from BS to Ph.d. level in
several different fields of Engineering, Accounting, Information Technology and
Management Sciences whereas the available faculty is clearly unable to deliver it.
Competition is good if it remains within certain parameter of efficiency,
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effectiveness and delivered without compromising quality. It is recommended that
funds should be utilized with financial transparency and self regulation as a key
element of corporate governance. The self regulation creates a system of checks
and balances not limited to finances but also determines the level of control of
Senior Management in transparent manner.
4. Corporate Governance
The information generated in the business plans remain an elusive targets.
Universities are corporate bodies and have to strike a balance between corporate
governance (revolves around financial transparency and expenditure control) and
academic excellence (High student achievement and pro-active learning
environment). It is recommended that HEC organize short training courses of 2 to
3 days for the vice-chancellors, Deans, Registrars and Treasurer. These courses
should be held in all the provinces and these officers of the senior management
level must attend these courses without exception. The focus of these courses
would be on corporate governance and strategic management. This training
should be institutionalized at two levels. One for the senior management at the
premises of HEC. It is recommended strongly that a “Center for Governance and
Strategic Planning (CGSP)” must be established at HEC Headquarters for this
purpose. For the training of managers at the middle level includes Directors,
Professors and other associated with the Administration setup need also
institutional arrangement. There is an urgency and need to establish “Directorate
of staff development” only in ten big universities throughout Pakistan which would
provide training in management, resources generation, middle level planning,
monitoring and evaluation etc. The province of Punjab has established such a
Directorate as DSD but this is for the training of middle level managers of school
system.
5. Faculty Development
As the funding resources are squeezing specially the foreign exchange which is
required for foreign training. Hence the faculty development should focus on split
Ph.d. degree programs. Universities should launch incentive schemes to
encourage non-Ph.d. faculty to enroll and obtain Ph.d. degrees. For this purpose
generous study leave with pay, decrease teaching load, continuity in service
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without effecting seniority, provide rewards for outstanding performance as Ph.d.
scholar, guidance of senior faculty members and so on must be provided. There
are both public and private sector universities which offer Ph.d. degree programs
in various discipline and sophisticated branches of those disciplines at a much
lower cost compared to foreign universities. This opportunity should be availed.
6. Financial Sustainability
It is recommended to identify areas of specific interventions in Financial
Management, budgeting, Accounting policies and procedures, financial reporting
and audit effectiveness specific to university needs. It is not necessary to follow
the government New Accounting Model (NAM) or Public Expenditure Tracking
System (PETS) because the perception of government for financial sustainability
is diametrically different compared to the universities. Government can increase
the price of petrol, raise electricity charges, increase taxes all without improving
any service delivery and without any fear of lash back. If the universities follow
this poor and inefficient model the results would not be different which means a
financial mess not financial sustainability.
It is strongly recommended that successful and financially sustainable models of
some foreign universities should be studied then modified as per our needs and
adapted. For resources generation and expenditure control, the HEc has taken
several initiatives. The office of the ORIC to be further strengthened.
7. Monitoring & Evaluation
Although there has been no separate chapter in the template of business plan but
Monitoring & Evaluation has become an integral part of all the policies, plans,
program and projects. There has always been a need and important role of M&E
assigned in each project. It is strongly recommended that HEC should design and
develop a uniform project Monitoring & Evaluation System for all the public sector
universities. This system should be launched in the universities because the
information has to come from them. The same information should be provided to
the centralized system established at HEC. This would all be done electronically
on the internet. This would track the progress of all components of the project
inclusive of finances. The key purpose is to measure the results. If you do not
measure results you cannot tell success from failure. If you cannot see success
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you cannot reward it. If you are not rewarding success you are probably
rewarding failure. If you cannot see success you cannot learn from it. If you
cannot recognize failure you cannot correct it. If you can demonstrate results then
the project is declared successful9.
9 Khawaja Sarfraz, Good Governance and Result Based Monitoring, Islamabad, Poorab Academy, 2011)
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Chapter 5
CONCLUSION
The templates of the Business plans as provided by HEC were followed by 80%
of the universities/higher Education Institutes. However the remaining 20% of the
universities deviated to a varying degree from the contents of the template.
The validation exercise of the Business plans as arranged on the basis of the
terms of reference of DLI # 10 has been accomplished by the HEC through the
services of an Individual consultant.
The public sector Higher Education Institutions (HEIs) despite financial
constraints, limited availability of qualified and trained faculty and uncertain law
and order situation have performed well. The enrollment surged, publications
enhanced in impact factor journals, introduction of multi-discipline programs and
reasonable performance in Financial management and expenditure control all
these indicates, that the potential of advancement is not lacking. However the
universities do need professional support in some technical areas and need
perceptive leadership.
Expansion program took the priority over consolidation. Resources generation,
financial sustainability, commercialization efforts, curriculum modernization and
community activities did not get sufficient attention. Despite variations about 70%
of the Business plans were rated as doable.
About 90% of the Business plans were launched in June 2013. It was too
ambitious to expect outcome of these plans in April / May of 2014. However the
Present and Potential Situation was appropriately mentioned in the Business
plans prepared by universities.
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ANNEXURES
Annexure A: Questionnaire / Response Sheet Annexure B: Focus Group Discussion Points Annexure I: Matrix Analysis of Business Plans of Higher Education
Institutions (HEIs) Annexure II: Matrix Analysis of Annual Reports of Higher Education
Institutions (HEIs) Annexure III: Reports on Business Plans of Higher Education Institutions
(HEIs) Annexure IV: Report on Progress against Business Plans of Higher
Education Institutions (HEIs) visited by Consultant
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Annexure A
Third Party Validation Study
IMPROVED STRATEGIC MANAGEMENT PLANNING AND
ACCOUNTABILITY IN PUBLIC HEIs
Response Sheet
Prepared by:
Sarfraz Khawaja* Ph.D. (University of Missouri, Colombia, USA)
Individual Consultant
Instructions:
1. Do not identify yourself
2. Please respond every question with a tick mark ()
3. Write the name of your institution _______________________________________________________
1. Annual Reports adequately reflects the activities of the
University
Yes No
2. Annual reports have been prepared according to the templates
provided by HEC.
Yes No
3. The business plans sufficiently cover the future plans of the
university.
Yes No
4. The business plans have been prepared pragmatically to
achieve laid down objectives.
Yes No
5. The business plans provide / reflects the implementation plan
in the Annual report.
Yes No
6. The annual reports adequately provide the achievement of
business plans.
Yes No
7. Planning Directorate can successfully implement the business
plan.
Yes No
8. University can generate enough financial resources to achieve
the targets of business plan.
Yes No
9. Business plan adequately explain the chapters and subsections
of the templates provided by HEC.
Yes No
10. Annual reports sufficiently cover and explain all the chapters
and subsections of the template provided by HEC.
Yes No
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11. Financial implications 2011 (Pak Rupees)
2012 (Pak Rupees)
2013 (Pak Rupees)
Total Revenue
Total Expenditure
Government / HEC grants
University generated Resources
* CONTACT INFORMATION
Dr. Sarfraz Khawaja (Individual Consultant)
Email: sarfrazshk@yahoo.com
Cell: 0333 4357675
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Annexure B
Third Party Validation Study
IMPROVED STRATEGIC MANAGEMENT PLANNING AND
ACCOUNTABILITY IN PUBLIC HEIs
Questions for Focus Ground Discussion
1. What steps have been taken by the University for Improving Strategic
Management, Planning and Accountability?
2. What are the focus areas of Medium Term Development Framework
(MTDF/HEC-II) and how those can be developed / achieved by the University?
3. The Business Plan juxtaposes the priorities of MTDF II and Territiary
Education Support Program (TESP) for quality improvement.
4. Internal Monitoring Mechanism has been established in the management
system of the University for financial control and reflected in the Business
Plan.
5. University has been making efforts to consolidate the gains MTDF/HEC-I and
also plan and implement the objectives of MTDF II.
6. University Research and the other activities are linked with the needs of
community so that the benefit of tertiary can accrue to adjoining areas. The
programs and projects should develop linkages with industry.
7. Efforts are being made to generate more resources for new programs
through different planning and program strategies.
8. University governance is improving with better transparency in decision
making, financial and administrative accountability and participatory
managerial efforts.
9. Annual Report covers the development and recurring programs of the
University to achieve the overall vision and objectives of the university.
10. Concerted efforts are being made to promote commercialization efforts so
that resources would be generated for improving the quality and vastness of
the programs.
IMPROVED STRATEGIC MANAGEMENT PLANNING AND
ACCOUNTABILITY IN PUBLIC HEIS
DRAFT
Annexure-I
MATRIX ANALYSIS OF BUSINESS PLANS OF HIGHER
EDUCATION INSTITUTIONS (HEIs)
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REPORT ON MATRIX ANALYSIS
Introduction:
It has proved to be a useful exercise because it clearly identified as how much
each university / Higher Education Institute followed the template provided by
HEC in writing the Business Plan and Annual Report.
Methodology:
The methodology for this analysis was unique in the sense that the contents of
template of Business plan and Annual reports provided by HEC were Juxtaposed
with the contents of the actual report prepared by the university. This interface
indicated what percentage of universities followed the format. The next part of the
methodology was to look at the actual material written against the topic of the
content. This was done to ascertain whether the actual writing was in accordance
with the requirements of template or the material was not relevant to the content
mentioned in the template. The next step of the methodology was to calculate
overall percentage of performance on the basis of information / data generated
through this methodology. The final step was that the performance against the
template was been shown in red and green circles. The red circles indicate that
the university did not follow that component of the template and the green circle
shows the positive sign.
Findings:
(i) About 80% of the university / higher education institute included in this
study followed the contents of the template of Business plan as
provided by HEC.
(ii) The remaining 20% of the universities deviated about 10% the contents
of the template.
(iii) About 64% of the universities provided the relevant material against the
topic given in the content.
(iv) About 13% of the bigger universities deviated or inclined to deviate
from the contents of the template as against 7% of smaller universities/
institutes.
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(v) In the context of quality the weakest information was provided in the
areas of faculty development, curriculum revision / modernization,
teaching methods, reading material.
(vi) On the financial side the component of financial sustainability
contained the weakest information and dependence on the government
for funds remained constant.
(vii) Innovation, commercialization, resources generation and community
activities could not get necessary attention by the universities.
(viii) Expansion programs took the priority over consolidation hence the
quality was the areas of focus.
M atrix Analysis of Business Plans of Higher Education Institutions
Air University,
Islamabad
Bahauddin
Zakariya
University,
M ultan
BAHRIA
UNIVERSITY
ISLAM ABAD
Balochistan Univ
ersity of
Information Tec
hnology Enginee
ring and M anag
ement Sciences
(BUITEM S)
Centre of
Excellence in
M olecular
Biology
(CEM B)
COM SATS
Institute of
Information
Technology,
Islamabad
Dow
University of
Health
Sciences
Karachi
Fatima Jinnah
Women
University,
Rawalpindi
Government
College
University
Lahore
Chapter1:Introduction
Vision, mission and Goal
Chapter 2: Governance and Ownership
2.1:Governing Authorities and their role
2.2:Management Structure
2.3:External relations and development
Chapter 3:Environmental Scan
3.1:Education sector in Pakistan (Higher education perspective)
3.2:Competitiveness of Universities/ Institutes
3.3:Competitors; Public and Private Universities/ Institutes
3.4:Application of SWOT tool
3.5:Universities/ Institutes Assessment tool
Chapter 4:Academic Program
4.1: The introduction of new programs and the expansions of existing ones
4.2:Curriculum (Review of existing and new ones)
4.3:Method of delivery
4.5:Recognition and certification
4.6:Research
4.7:Partnership and Outreach
4.8: Under Graduate Program
4.8.1: Strengthening the under graduate program
4.8.2: Attracting quality under graduate students
4.9: Post Graduate Program
4.9.1: Strengthening the post graduate program
4.9.2: Attracting quality post graduate students
4.10: Doctoral Program
4.10.1: Strengthening the doctoral program
4.10.2: Attracting quality doctoral students
Chapter 5:Students
5.1:Academic nurseries (Schools and colleges)
5.2:Academic discipline
5.3:International students
5.4:Support services for students
5.5:Projected statistics for the students
Description / Contents
Sheet 1 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Chapter1:Introduction
Vision, mission and Goal
Chapter 2: Governance and Ownership
2.1:Governing Authorities and their role
2.2:Management Structure
2.3:External relations and development
Chapter 3:Environmental Scan
3.1:Education sector in Pakistan (Higher education perspective)
3.2:Competitiveness of Universities/ Institutes
3.3:Competitors; Public and Private Universities/ Institutes
3.4:Application of SWOT tool
3.5:Universities/ Institutes Assessment tool
Chapter 4:Academic Program
4.1: The introduction of new programs and the expansions of existing ones
4.2:Curriculum (Review of existing and new ones)
4.3:Method of delivery
4.5:Recognition and certification
4.6:Research
4.7:Partnership and Outreach
4.8: Under Graduate Program
4.8.1: Strengthening the under graduate program
4.8.2: Attracting quality under graduate students
4.9: Post Graduate Program
4.9.1: Strengthening the post graduate program
4.9.2: Attracting quality post graduate students
4.10: Doctoral Program
4.10.1: Strengthening the doctoral program
4.10.2: Attracting quality doctoral students
Chapter 5:Students
5.1:Academic nurseries (Schools and colleges)
5.2:Academic discipline
5.3:International students
5.4:Support services for students
5.5:Projected statistics for the students
Description / Contents
Government
College
University,
Faisalabad
Hazara
University,
KPK
HEJ Institute
of Chemistry
(ICCBS)
Institute of
Business
Administratio
n Karachi
Institute of
M anagement
Sciences,
Peshawar
Institute of
Space
Technology
International
Islamic
University
Islamabad
Islamia
University of
Bahawalpur
Khyber
M edical
University
Peshawar
Sheet 2 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Chapter1:Introduction
Vision, mission and Goal
Chapter 2: Governance and Ownership
2.1:Governing Authorities and their role
2.2:Management Structure
2.3:External relations and development
Chapter 3:Environmental Scan
3.1:Education sector in Pakistan (Higher education perspective)
3.2:Competitiveness of Universities/ Institutes
3.3:Competitors; Public and Private Universities/ Institutes
3.4:Application of SWOT tool
3.5:Universities/ Institutes Assessment tool
Chapter 4:Academic Program
4.1: The introduction of new programs and the expansions of existing ones
4.2:Curriculum (Review of existing and new ones)
4.3:Method of delivery
4.5:Recognition and certification
4.6:Research
4.7:Partnership and Outreach
4.8: Under Graduate Program
4.8.1: Strengthening the under graduate program
4.8.2: Attracting quality under graduate students
4.9: Post Graduate Program
4.9.1: Strengthening the post graduate program
4.9.2: Attracting quality post graduate students
4.10: Doctoral Program
4.10.1: Strengthening the doctoral program
4.10.2: Attracting quality doctoral students
Chapter 5:Students
5.1:Academic nurseries (Schools and colleges)
5.2:Academic discipline
5.3:International students
5.4:Support services for students
5.5:Projected statistics for the students
Description / Contents
KOHAT
UNIVERSITY
OF SCIENCE &
TECHNOLOGY
Lahore College
for Women
University
M ehran
University of
Engineering
and
Technology
Jamshoro
National
Centre of
Excellence in
Geology,
University of
Peshawar
National
University of
Sciences and
Technology
(NUST),
Islamabad
NED
University of
Engineering &
Technology
Pakistan
Institute of
Engineering
and Applied
Sciences
Pir M ehr Ali
Shah Arid
Agriculture
University
Rawalpindi
QUAID-I-
AZAM
UNIVERSITY
Sheet 3 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Chapter1:Introduction
Vision, mission and Goal
Chapter 2: Governance and Ownership
2.1:Governing Authorities and their role
2.2:Management Structure
2.3:External relations and development
Chapter 3:Environmental Scan
3.1:Education sector in Pakistan (Higher education perspective)
3.2:Competitiveness of Universities/ Institutes
3.3:Competitors; Public and Private Universities/ Institutes
3.4:Application of SWOT tool
3.5:Universities/ Institutes Assessment tool
Chapter 4:Academic Program
4.1: The introduction of new programs and the expansions of existing ones
4.2:Curriculum (Review of existing and new ones)
4.3:Method of delivery
4.5:Recognition and certification
4.6:Research
4.7:Partnership and Outreach
4.8: Under Graduate Program
4.8.1: Strengthening the under graduate program
4.8.2: Attracting quality under graduate students
4.9: Post Graduate Program
4.9.1: Strengthening the post graduate program
4.9.2: Attracting quality post graduate students
4.10: Doctoral Program
4.10.1: Strengthening the doctoral program
4.10.2: Attracting quality doctoral students
Chapter 5:Students
5.1:Academic nurseries (Schools and colleges)
5.2:Academic discipline
5.3:International students
5.4:Support services for students
5.5:Projected statistics for the students
Description / Contents
Shaheed
Benazir Bhutto
Women
University,
Peshawar
Sukkur
Institute of
Business
Administratio
n
University of
Agriculture,
Faisalabad
(UAF)
University of
Agriculture,
Peshawar
University of
Azad Jammu &
Kashmir
University of
Balochistan
Quetta
University of
Engineering
and
Technology,
Lahore
University of
Gujrat
University of
Health
Sciences
(UHS) Lahore
Sheet 4 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Chapter1:Introduction
Vision, mission and Goal
Chapter 2: Governance and Ownership
2.1:Governing Authorities and their role
2.2:Management Structure
2.3:External relations and development
Chapter 3:Environmental Scan
3.1:Education sector in Pakistan (Higher education perspective)
3.2:Competitiveness of Universities/ Institutes
3.3:Competitors; Public and Private Universities/ Institutes
3.4:Application of SWOT tool
3.5:Universities/ Institutes Assessment tool
Chapter 4:Academic Program
4.1: The introduction of new programs and the expansions of existing ones
4.2:Curriculum (Review of existing and new ones)
4.3:Method of delivery
4.5:Recognition and certification
4.6:Research
4.7:Partnership and Outreach
4.8: Under Graduate Program
4.8.1: Strengthening the under graduate program
4.8.2: Attracting quality under graduate students
4.9: Post Graduate Program
4.9.1: Strengthening the post graduate program
4.9.2: Attracting quality post graduate students
4.10: Doctoral Program
4.10.1: Strengthening the doctoral program
4.10.2: Attracting quality doctoral students
Chapter 5:Students
5.1:Academic nurseries (Schools and colleges)
5.2:Academic discipline
5.3:International students
5.4:Support services for students
5.5:Projected statistics for the students
Description / Contents University of
M alakand
University of
Science and
Technology
Bannu
University of
the Punjab
Lahore
Sheet 5 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Air University,
Islamabad
Bahauddin
Zakariya
University,
M ultan
BAHRIA
UNIVERSITY
ISLAM ABAD
Balochistan Univ
ersity of
Information Tec
hnology Enginee
ring and M anag
ement Sciences
(BUITEM S)
Centre of
Excellence in
M olecular
Biology
(CEM B)
COM SATS
Institute of
Information
Technology,
Islamabad
Dow
University of
Health
Sciences
Karachi
Fatima Jinnah
Women
University,
Rawalpindi
Government
College
University
Lahore
Description / Contents
Chapter 6:Research and Consultancy
6.1:Inculcating the research and consultancy culture
6.2:Revenue generated from research and consultancy
6.3:Management support for research and consultancy
Chapter 7:International Academic Network
7.1:Strategic Linkages with the Universities/ Institute of repute around the globe
7.2:Academic program
7.3:Students exchange program
Chapter 8:Infrastructure and facilities
8.1:Planning for infrastructure and facilities
8.1.1:IT labs
8.1.2:Laboratory and workshops
8.1.3:Academic facilities (Lecture rooms/ theatre/ hall)
8.1.4: Library
8.1.5:Recreational facilities
8.1.6:Family accommodation and support services
8.2:Information and Communication Technology (ICT)
Chapter 9:Human Resources
9.1:General human resource policies
9.2:Recruitment and retention policies
9.3:Growth and development (HRD)
9.4:Performance management
9.5:Remuneration and benefits
9.6:Projection of staff
9.6.1:Projected number of academic staff
9.6.2:Projected number of PhD holders
9.6.3:Projected number of administrative staff
Chapter 10:Finance
10.1:Background (Existing resources and financial position and plans)
10.2:Sources of income
10.2.1:Student fee
10.2.2:Income from investments
10.2.3:Miscellaneous income
10.2.4:Income from strategic business units
Sheet 6 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
Chapter 6:Research and Consultancy
6.1:Inculcating the research and consultancy culture
6.2:Revenue generated from research and consultancy
6.3:Management support for research and consultancy
Chapter 7:International Academic Network
7.1:Strategic Linkages with the Universities/ Institute of repute around the globe
7.2:Academic program
7.3:Students exchange program
Chapter 8:Infrastructure and facilities
8.1:Planning for infrastructure and facilities
8.1.1:IT labs
8.1.2:Laboratory and workshops
8.1.3:Academic facilities (Lecture rooms/ theatre/ hall)
8.1.4: Library
8.1.5:Recreational facilities
8.1.6:Family accommodation and support services
8.2:Information and Communication Technology (ICT)
Chapter 9:Human Resources
9.1:General human resource policies
9.2:Recruitment and retention policies
9.3:Growth and development (HRD)
9.4:Performance management
9.5:Remuneration and benefits
9.6:Projection of staff
9.6.1:Projected number of academic staff
9.6.2:Projected number of PhD holders
9.6.3:Projected number of administrative staff
Chapter 10:Finance
10.1:Background (Existing resources and financial position and plans)
10.2:Sources of income
10.2.1:Student fee
10.2.2:Income from investments
10.2.3:Miscellaneous income
10.2.4:Income from strategic business units
Government
College
University,
Faisalabad
Hazara
University,
KPK
HEJ Institute
of Chemistry
(ICCBS)
Institute of
Business
Administratio
n Karachi
Institute of
M anagement
Sciences,
Peshawar
Institute of
Space
Technology
International
Islamic
University
Islamabad
Islamia
University of
Bahawalpur
Khyber
M edical
University
Peshawar
Sheet 7 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
Chapter 6:Research and Consultancy
6.1:Inculcating the research and consultancy culture
6.2:Revenue generated from research and consultancy
6.3:Management support for research and consultancy
Chapter 7:International Academic Network
7.1:Strategic Linkages with the Universities/ Institute of repute around the globe
7.2:Academic program
7.3:Students exchange program
Chapter 8:Infrastructure and facilities
8.1:Planning for infrastructure and facilities
8.1.1:IT labs
8.1.2:Laboratory and workshops
8.1.3:Academic facilities (Lecture rooms/ theatre/ hall)
8.1.4: Library
8.1.5:Recreational facilities
8.1.6:Family accommodation and support services
8.2:Information and Communication Technology (ICT)
Chapter 9:Human Resources
9.1:General human resource policies
9.2:Recruitment and retention policies
9.3:Growth and development (HRD)
9.4:Performance management
9.5:Remuneration and benefits
9.6:Projection of staff
9.6.1:Projected number of academic staff
9.6.2:Projected number of PhD holders
9.6.3:Projected number of administrative staff
Chapter 10:Finance
10.1:Background (Existing resources and financial position and plans)
10.2:Sources of income
10.2.1:Student fee
10.2.2:Income from investments
10.2.3:Miscellaneous income
10.2.4:Income from strategic business units
KOHAT
UNIVERSITY
OF SCIENCE &
TECHNOLOGY
Lahore College
for Women
University
M ehran
University of
Engineering
and
Technology
Jamshoro
National
Centre of
Excellence in
Geology,
University of
Peshawar
National
University of
Sciences and
Technology
(NUST),
Islamabad
NED
University of
Engineering &
Technology
Pakistan
Institute of
Engineering
and Applied
Sciences
Pir M ehr Ali
Shah Arid
Agriculture
University
Rawalpindi
QUAID-I-
AZAM
UNIVERSITY
Sheet 8 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
Chapter 6:Research and Consultancy
6.1:Inculcating the research and consultancy culture
6.2:Revenue generated from research and consultancy
6.3:Management support for research and consultancy
Chapter 7:International Academic Network
7.1:Strategic Linkages with the Universities/ Institute of repute around the globe
7.2:Academic program
7.3:Students exchange program
Chapter 8:Infrastructure and facilities
8.1:Planning for infrastructure and facilities
8.1.1:IT labs
8.1.2:Laboratory and workshops
8.1.3:Academic facilities (Lecture rooms/ theatre/ hall)
8.1.4: Library
8.1.5:Recreational facilities
8.1.6:Family accommodation and support services
8.2:Information and Communication Technology (ICT)
Chapter 9:Human Resources
9.1:General human resource policies
9.2:Recruitment and retention policies
9.3:Growth and development (HRD)
9.4:Performance management
9.5:Remuneration and benefits
9.6:Projection of staff
9.6.1:Projected number of academic staff
9.6.2:Projected number of PhD holders
9.6.3:Projected number of administrative staff
Chapter 10:Finance
10.1:Background (Existing resources and financial position and plans)
10.2:Sources of income
10.2.1:Student fee
10.2.2:Income from investments
10.2.3:Miscellaneous income
10.2.4:Income from strategic business units
Shaheed
Benazir Bhutto
Women
University,
Peshawar
Sukkur
Institute of
Business
Administratio
n
University of
Agriculture,
Faisalabad
(UAF)
University of
Agriculture,
Peshawar
University of
Azad Jammu &
Kashmir
University of
Balochistan
Quetta
University of
Engineering
and
Technology,
Lahore
University of
Gujrat
University of
Health
Sciences
(UHS) Lahore
Sheet 9 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
Chapter 6:Research and Consultancy
6.1:Inculcating the research and consultancy culture
6.2:Revenue generated from research and consultancy
6.3:Management support for research and consultancy
Chapter 7:International Academic Network
7.1:Strategic Linkages with the Universities/ Institute of repute around the globe
7.2:Academic program
7.3:Students exchange program
Chapter 8:Infrastructure and facilities
8.1:Planning for infrastructure and facilities
8.1.1:IT labs
8.1.2:Laboratory and workshops
8.1.3:Academic facilities (Lecture rooms/ theatre/ hall)
8.1.4: Library
8.1.5:Recreational facilities
8.1.6:Family accommodation and support services
8.2:Information and Communication Technology (ICT)
Chapter 9:Human Resources
9.1:General human resource policies
9.2:Recruitment and retention policies
9.3:Growth and development (HRD)
9.4:Performance management
9.5:Remuneration and benefits
9.6:Projection of staff
9.6.1:Projected number of academic staff
9.6.2:Projected number of PhD holders
9.6.3:Projected number of administrative staff
Chapter 10:Finance
10.1:Background (Existing resources and financial position and plans)
10.2:Sources of income
10.2.1:Student fee
10.2.2:Income from investments
10.2.3:Miscellaneous income
10.2.4:Income from strategic business units
University of
M alakand
University of
Science and
Technology
Bannu
University of
the Punjab
Lahore
Sheet 10 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Air University,
Islamabad
Bahauddin
Zakariya
University,
M ultan
BAHRIA
UNIVERSITY
ISLAM ABAD
Balochistan Univ
ersity of
Information Tec
hnology Enginee
ring and M anag
ement Sciences
(BUITEM S)
Centre of
Excellence in
M olecular
Biology
(CEM B)
COM SATS
Institute of
Information
Technology,
Islamabad
Dow
University of
Health
Sciences
Karachi
Fatima Jinnah
Women
University,
Rawalpindi
Government
College
University
Lahore
Description / Contents
10.2.5:Income from subsidiary companies/ units if any
10.2.6:Income from consultancies
10.2.7:Income from research by increasing scale of research and programme-based
funding
10.2.8:Donation from Government
10.2.9:Tapping other sources
10.3:Financial sustainability
10.3.1:Income and Expenditure Statement
10.3.2:Balance Sheet
10.3.3:Cash flow statement
10.3.4:Maintaining financial bed
10.3.5:Long term investment
10.3.6:Adopting and maintaining Entrepreneurizing culture
10.4:Entrepreneurial thrive
10.4.1:Adoption of business plan for the university/ institute to commercialize its
products
10.4.2:University’s programs, products and facilities can be franchised and marketed
both locally and internationally
10.4.3:Outcome of research can be commercialized
10.4.4:Separating management of non-core activities from the university through
smart partnerships with subsidiaries or outside parties
10.5:Resource allocation and administrative efficiency (Allocate resources to all units
with a solid framework comprising output/ outcome indicators to measure the
efficiency. The efficiency must be greater than the input)
Chapter 11:Networking
11.1:Government agencies
11.1.2:Higher education Department of the respective province
11.1.3:Higher Education Commission
11.1.4:Finance department
11.1.5:EconomicAffairs Division
11.1.6:Local Authorities
11.2:Industry
11.3:Alumni
11.4:Community
Chapter 12:Linkages with National and International Donors
12.1:Generating revenue
12.2:Students Scholarships
Sheet 11 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
10.2.5:Income from subsidiary companies/ units if any
10.2.6:Income from consultancies
10.2.7:Income from research by increasing scale of research and programme-based
funding
10.2.8:Donation from Government
10.2.9:Tapping other sources
10.3:Financial sustainability
10.3.1:Income and Expenditure Statement
10.3.2:Balance Sheet
10.3.3:Cash flow statement
10.3.4:Maintaining financial bed
10.3.5:Long term investment
10.3.6:Adopting and maintaining Entrepreneurizing culture
10.4:Entrepreneurial thrive
10.4.1:Adoption of business plan for the university/ institute to commercialize its
products
10.4.2:University’s programs, products and facilities can be franchised and marketed
both locally and internationally
10.4.3:Outcome of research can be commercialized
10.4.4:Separating management of non-core activities from the university through
smart partnerships with subsidiaries or outside parties
10.5:Resource allocation and administrative efficiency (Allocate resources to all units
with a solid framework comprising output/ outcome indicators to measure the
efficiency. The efficiency must be greater than the input)
Chapter 11:Networking
11.1:Government agencies
11.1.2:Higher education Department of the respective province
11.1.3:Higher Education Commission
11.1.4:Finance department
11.1.5:EconomicAffairs Division
11.1.6:Local Authorities
11.2:Industry
11.3:Alumni
11.4:Community
Chapter 12:Linkages with National and International Donors
12.1:Generating revenue
12.2:Students Scholarships
Government
College
University,
Faisalabad
Hazara
University,
KPK
HEJ Institute
of Chemistry
(ICCBS)
Institute of
Business
Administratio
n Karachi
Institute of
M anagement
Sciences,
Peshawar
Institute of
Space
Technology
International
Islamic
University
Islamabad
Islamia
University of
Bahawalpur
Khyber
M edical
University
Peshawar
Sheet 12 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
10.2.5:Income from subsidiary companies/ units if any
10.2.6:Income from consultancies
10.2.7:Income from research by increasing scale of research and programme-based
funding
10.2.8:Donation from Government
10.2.9:Tapping other sources
10.3:Financial sustainability
10.3.1:Income and Expenditure Statement
10.3.2:Balance Sheet
10.3.3:Cash flow statement
10.3.4:Maintaining financial bed
10.3.5:Long term investment
10.3.6:Adopting and maintaining Entrepreneurizing culture
10.4:Entrepreneurial thrive
10.4.1:Adoption of business plan for the university/ institute to commercialize its
products
10.4.2:University’s programs, products and facilities can be franchised and marketed
both locally and internationally
10.4.3:Outcome of research can be commercialized
10.4.4:Separating management of non-core activities from the university through
smart partnerships with subsidiaries or outside parties
10.5:Resource allocation and administrative efficiency (Allocate resources to all units
with a solid framework comprising output/ outcome indicators to measure the
efficiency. The efficiency must be greater than the input)
Chapter 11:Networking
11.1:Government agencies
11.1.2:Higher education Department of the respective province
11.1.3:Higher Education Commission
11.1.4:Finance department
11.1.5:EconomicAffairs Division
11.1.6:Local Authorities
11.2:Industry
11.3:Alumni
11.4:Community
Chapter 12:Linkages with National and International Donors
12.1:Generating revenue
12.2:Students Scholarships
KOHAT
UNIVERSITY
OF SCIENCE &
TECHNOLOGY
Lahore College
for Women
University
M ehran
University of
Engineering
and
Technology
Jamshoro
National
Centre of
Excellence in
Geology,
University of
Peshawar
National
University of
Sciences and
Technology
(NUST),
Islamabad
NED
University of
Engineering &
Technology
Pakistan
Institute of
Engineering
and Applied
Sciences
Pir M ehr Ali
Shah Arid
Agriculture
University
Rawalpindi
QUAID-I-
AZAM
UNIVERSITY
Sheet 13 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
10.2.5:Income from subsidiary companies/ units if any
10.2.6:Income from consultancies
10.2.7:Income from research by increasing scale of research and programme-based
funding
10.2.8:Donation from Government
10.2.9:Tapping other sources
10.3:Financial sustainability
10.3.1:Income and Expenditure Statement
10.3.2:Balance Sheet
10.3.3:Cash flow statement
10.3.4:Maintaining financial bed
10.3.5:Long term investment
10.3.6:Adopting and maintaining Entrepreneurizing culture
10.4:Entrepreneurial thrive
10.4.1:Adoption of business plan for the university/ institute to commercialize its
products
10.4.2:University’s programs, products and facilities can be franchised and marketed
both locally and internationally
10.4.3:Outcome of research can be commercialized
10.4.4:Separating management of non-core activities from the university through
smart partnerships with subsidiaries or outside parties
10.5:Resource allocation and administrative efficiency (Allocate resources to all units
with a solid framework comprising output/ outcome indicators to measure the
efficiency. The efficiency must be greater than the input)
Chapter 11:Networking
11.1:Government agencies
11.1.2:Higher education Department of the respective province
11.1.3:Higher Education Commission
11.1.4:Finance department
11.1.5:EconomicAffairs Division
11.1.6:Local Authorities
11.2:Industry
11.3:Alumni
11.4:Community
Chapter 12:Linkages with National and International Donors
12.1:Generating revenue
12.2:Students Scholarships
Shaheed
Benazir Bhutto
Women
University,
Peshawar
Sukkur
Institute of
Business
Administratio
n
University of
Agriculture,
Faisalabad
(UAF)
University of
Agriculture,
Peshawar
University of
Azad Jammu &
Kashmir
University of
Balochistan
Quetta
University of
Engineering
and
Technology,
Lahore
University of
Gujrat
University of
Health
Sciences
(UHS) Lahore
Sheet 14 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
10.2.5:Income from subsidiary companies/ units if any
10.2.6:Income from consultancies
10.2.7:Income from research by increasing scale of research and programme-based
funding
10.2.8:Donation from Government
10.2.9:Tapping other sources
10.3:Financial sustainability
10.3.1:Income and Expenditure Statement
10.3.2:Balance Sheet
10.3.3:Cash flow statement
10.3.4:Maintaining financial bed
10.3.5:Long term investment
10.3.6:Adopting and maintaining Entrepreneurizing culture
10.4:Entrepreneurial thrive
10.4.1:Adoption of business plan for the university/ institute to commercialize its
products
10.4.2:University’s programs, products and facilities can be franchised and marketed
both locally and internationally
10.4.3:Outcome of research can be commercialized
10.4.4:Separating management of non-core activities from the university through
smart partnerships with subsidiaries or outside parties
10.5:Resource allocation and administrative efficiency (Allocate resources to all units
with a solid framework comprising output/ outcome indicators to measure the
efficiency. The efficiency must be greater than the input)
Chapter 11:Networking
11.1:Government agencies
11.1.2:Higher education Department of the respective province
11.1.3:Higher Education Commission
11.1.4:Finance department
11.1.5:EconomicAffairs Division
11.1.6:Local Authorities
11.2:Industry
11.3:Alumni
11.4:Community
Chapter 12:Linkages with National and International Donors
12.1:Generating revenue
12.2:Students Scholarships
University of
M alakand
University of
Science and
Technology
Bannu
University of
the Punjab
Lahore
Sheet 15 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Air University,
Islamabad
Bahauddin
Zakariya
University,
M ultan
BAHRIA
UNIVERSITY
ISLAM ABAD
Balochistan Univ
ersity of
Information Tec
hnology Enginee
ring and M anag
ement Sciences
(BUITEM S)
Centre of
Excellence in
M olecular
Biology
(CEM B)
COM SATS
Institute of
Information
Technology,
Islamabad
Dow
University of
Health
Sciences
Karachi
Fatima Jinnah
Women
University,
Rawalpindi
Government
College
University
Lahore
Description / Contents
Chapter 13:Marketing and promotion (Branding) of Academic Excellence
13.1:Partnership
13.2:Outreach
13.3:University/ institute as a center of excellence for the community of the world
13.4:External relations and communication
13.5:Create a strong University’s/ Institute’s Community
13.6:Develop a quality mindset
Recommendations
Sheet 16 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
Chapter 13:Marketing and promotion (Branding) of Academic Excellence
13.1:Partnership
13.2:Outreach
13.3:University/ institute as a center of excellence for the community of the world
13.4:External relations and communication
13.5:Create a strong University’s/ Institute’s Community
13.6:Develop a quality mindset
Recommendations
Government
College
University,
Faisalabad
Hazara
University,
KPK
HEJ Institute
of Chemistry
(ICCBS)
Institute of
Business
Administratio
n Karachi
Institute of
M anagement
Sciences,
Peshawar
Institute of
Space
Technology
International
Islamic
University
Islamabad
Islamia
University of
Bahawalpur
Khyber
M edical
University
Peshawar
Sheet 17 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
Chapter 13:Marketing and promotion (Branding) of Academic Excellence
13.1:Partnership
13.2:Outreach
13.3:University/ institute as a center of excellence for the community of the world
13.4:External relations and communication
13.5:Create a strong University’s/ Institute’s Community
13.6:Develop a quality mindset
Recommendations
KOHAT
UNIVERSITY
OF SCIENCE &
TECHNOLOGY
Lahore College
for Women
University
M ehran
University of
Engineering
and
Technology
Jamshoro
National
Centre of
Excellence in
Geology,
University of
Peshawar
National
University of
Sciences and
Technology
(NUST),
Islamabad
NED
University of
Engineering &
Technology
Pakistan
Institute of
Engineering
and Applied
Sciences
Pir M ehr Ali
Shah Arid
Agriculture
University
Rawalpindi
QUAID-I-
AZAM
UNIVERSITY
Sheet 18 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
Chapter 13:Marketing and promotion (Branding) of Academic Excellence
13.1:Partnership
13.2:Outreach
13.3:University/ institute as a center of excellence for the community of the world
13.4:External relations and communication
13.5:Create a strong University’s/ Institute’s Community
13.6:Develop a quality mindset
Recommendations
Shaheed
Benazir Bhutto
Women
University,
Peshawar
Sukkur
Institute of
Business
Administratio
n
University of
Agriculture,
Faisalabad
(UAF)
University of
Agriculture,
Peshawar
University of
Azad Jammu &
Kashmir
University of
Balochistan
Quetta
University of
Engineering
and
Technology,
Lahore
University of
Gujrat
University of
Health
Sciences
(UHS) Lahore
Sheet 19 of 20
M atrix Analysis of Business Plans of Higher Education Institutions
Description / Contents
Chapter 13:Marketing and promotion (Branding) of Academic Excellence
13.1:Partnership
13.2:Outreach
13.3:University/ institute as a center of excellence for the community of the world
13.4:External relations and communication
13.5:Create a strong University’s/ Institute’s Community
13.6:Develop a quality mindset
Recommendations
University of
M alakand
University of
Science and
Technology
Bannu
University of
the Punjab
Lahore
Sheet 20 of 20
IMPROVED STRATEGIC MANAGEMENT PLANNING AND
ACCOUNTABILITY IN PUBLIC HEIS
DRAFT
Annexure-II
MATRIX ANALYSIS OF ANNUAL REPORTS OF HIGHER
EDUCATION INSTITUTIONS (HEIs)
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
FNC FNC
Abdul Wali
Khan
University
M ardan
Agriculture
University
Faisalabad
Air University,
Islamabad
Bahauddin
Zakariya
University,
M ultan
BUITEM S
Fatima Jinnah
Women
University
Government
College
University
Faisalabad
Government
College
University
Lahore
Title
Contents
VC/ Rector Message
Executive Summary
About the Univer sity
Chapter-1: Academic Activities
1.1: Undergraduate and postgraduate programmes
1.2: MS and PhDProgrammes
1.3: Academic achievements
1.4: Foreign Academic Linkages
1.5: Honours and Awards
1.6: Institutional Linkages
Chapter-2: Research and Deve lopment
2.1: R&D-An Overview
2.2: Projects:
2.2.1: Completed
2.2.2: Newly Launched
2.3: Publications
2.4: Conferences, Seminars and Workshops, etc.
2.5: Research Journals
2.6: Research Collaboration
2.6.1: Indigenous
2.6.2: Foreign Linkages
2.6.3: Funding Grants for R&D
2.6.4: Operation of Office of Research, Innovation and
Commercialization (ORIC)
Chapter-3: Quality Assurance
3.1: Impact of Quality Assurance in the Univer sity
3.2: Quality Enhancement Cell
Description / Contents
Sheet 1 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Title
Contents
VC/ Rector Message
Executive Summary
About the Univer sity
Chapter-1: Academic Activities
1.1: Undergraduate and postgraduate programmes
1.2: MS and PhDProgrammes
1.3: Academic achievements
1.4: Foreign Academic Linkages
1.5: Honours and Awards
1.6: Institutional Linkages
Chapter-2: Research and Deve lopment
2.1: R&D-An Overview
2.2: Projects:
2.2.1: Completed
2.2.2: Newly Launched
2.3: Publications
2.4: Conferences, Seminars and Workshops, etc.
2.5: Research Journals
2.6: Research Collaboration
2.6.1: Indigenous
2.6.2: Foreign Linkages
2.6.3: Funding Grants for R&D
2.6.4: Operation of Office of Research, Innovation and
Commercialization (ORIC)
Chapter-3: Quality Assurance
3.1: Impact of Quality Assurance in the Univer sity
3.2: Quality Enhancement Cell
Description / Contents
Hazara
University,
M ansehra
Institute of
Business
Administratio
n Sukkur
INSTITUTE OF
M ANAGEM EN
T SCIENCES,
PESHAW AR
Institute of
Space
Technology
International
Center for
Chemical and
Biological
Sciences,
University of
Karachi
International
Islamic
University
(IIU),
Islamabad
Islamia
University of
Bahawalpur
Karakoram
International
University
Sheet 2 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Title
Contents
VC/ Rector Message
Executive Summary
About the Univer sity
Chapter-1: Academic Activities
1.1: Undergraduate and postgraduate programmes
1.2: MS and PhDProgrammes
1.3: Academic achievements
1.4: Foreign Academic Linkages
1.5: Honours and Awards
1.6: Institutional Linkages
Chapter-2: Research and Deve lopment
2.1: R&D-An Overview
2.2: Projects:
2.2.1: Completed
2.2.2: Newly Launched
2.3: Publications
2.4: Conferences, Seminars and Workshops, etc.
2.5: Research Journals
2.6: Research Collaboration
2.6.1: Indigenous
2.6.2: Foreign Linkages
2.6.3: Funding Grants for R&D
2.6.4: Operation of Office of Research, Innovation and
Commercialization (ORIC)
Chapter-3: Quality Assurance
3.1: Impact of Quality Assurance in the Univer sity
3.2: Quality Enhancement Cell
Description / Contents
FNC FNC FNC
Khyber
M edical
University
Kohat
University
of Science
&
Technolog
y
Lahore
College
for
Women
University
Pakistan
Institute
of
Engineeri
ng and
Applied
Sciences
PIR M EHR
ALI SHAH
ARID
AGRICULT
URE
UNIVERSI
TY
QUAID-E-
AWAM
UNIVERSI
TY OF
ENGINEER
ING,
Quaid-i-
Azam
University
Sardar
Bahadur
Khan
Women's
University
Shah
Abdul
Latif
University
Khairpur
Shaheed
Benazir
Bhutto
Women
University
The
University
of
Agricultur
e,
Peshawar
Sheet 3 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Title
Contents
VC/ Rector Message
Executive Summary
About the Univer sity
Chapter-1: Academic Activities
1.1: Undergraduate and postgraduate programmes
1.2: MS and PhDProgrammes
1.3: Academic achievements
1.4: Foreign Academic Linkages
1.5: Honours and Awards
1.6: Institutional Linkages
Chapter-2: Research and Deve lopment
2.1: R&D-An Overview
2.2: Projects:
2.2.1: Completed
2.2.2: Newly Launched
2.3: Publications
2.4: Conferences, Seminars and Workshops, etc.
2.5: Research Journals
2.6: Research Collaboration
2.6.1: Indigenous
2.6.2: Foreign Linkages
2.6.3: Funding Grants for R&D
2.6.4: Operation of Office of Research, Innovation and
Commercialization (ORIC)
Chapter-3: Quality Assurance
3.1: Impact of Quality Assurance in the Univer sity
3.2: Quality Enhancement Cell
Description / Contents
FNC
UNIVERSI
TY OF
AZAD
JAM M U
AND
KASHM IR
M UZAFFA
University
of
Balochista
n
University
of
Engineeri
ng &
Technolog
y Lahore
University
of
Engineeri
ng &
Technolog
y
Peshawar
University
of
Engineeri
ng and
Technolog
y Taxila
University
of Gujrat
University
of Health
Sciences
Lahore
University
of Karachi
University
of
M alakand
University
of Swat
University
of the
Punjab
Lahore
Sheet 4 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Abdul Wali
Khan
University
M ardan
Agriculture
University
Faisalabad
Air University,
Islamabad
Bahauddin
Zakariya
University,
M ultan
BUITEM S
Fatima Jinnah
Women
University
Government
College
University
Faisalabad
Government
College
University
Lahore
Description / Contents
3.3: Membership of Associat ions/ Networks
3.4: Accreditation of programmes from relevant councils
Chapter-4: Faculty Development
4.1: Faculty development programmes (MS/ PhD local + foreign)
4.2: Retuned Scholars
4.3: Present Scholars
4.4: Pre-service and in-service professional development
programmes
4.5: Achievements of Foreign faculty
Chapter-5: Access
5.1: Basic enrolment
5.2: Equity
5.3: Gender-wise Detail
5.4: Employability
5.5: Faculty-student ratio
Chapter-6: Univers ities Building Economies
6.1: University-Industry Linkage
6.2: New Initiatives
6.3: Technology Incubation Centre
6.4: Patents
6.5: Internship and Placement Office
6.6: Student Counseling and Career Guidance
Chapter-7: Strengthening Physical Infrastructure
7.1: Development projects (Laboratories, Libraries, etc.)
7.2: Research Equipment
7.3: Construction projects
Chapter-8: Strengthening Technological Infrastructure
8.1: Digital Library
8.2: PERN
Sheet 5 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
3.3: Membership of Associat ions/ Networks
3.4: Accreditation of programmes from relevant councils
Chapter-4: Faculty Development
4.1: Faculty development programmes (MS/ PhD local + foreign)
4.2: Retuned Scholars
4.3: Present Scholars
4.4: Pre-service and in-service professional development
programmes
4.5: Achievements of Foreign faculty
Chapter-5: Access
5.1: Basic enrolment
5.2: Equity
5.3: Gender-wise Detail
5.4: Employability
5.5: Faculty-student ratio
Chapter-6: Univers ities Building Economies
6.1: University-Industry Linkage
6.2: New Initiatives
6.3: Technology Incubation Centre
6.4: Patents
6.5: Internship and Placement Office
6.6: Student Counseling and Career Guidance
Chapter-7: Strengthening Physical Infrastructure
7.1: Development projects (Laboratories, Libraries, etc.)
7.2: Research Equipment
7.3: Construction projects
Chapter-8: Strengthening Technological Infrastructure
8.1: Digital Library
8.2: PERN
Hazara
University,
M ansehra
Institute of
Business
Administratio
n Sukkur
INSTITUTE OF
M ANAGEM EN
T SCIENCES,
PESHAW AR
Institute of
Space
Technology
International
Center for
Chemical and
Biological
Sciences,
University of
Karachi
International
Islamic
University
(IIU),
Islamabad
Islamia
University of
Bahawalpur
Karakoram
International
University
Sheet 6 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
3.3: Membership of Associat ions/ Networks
3.4: Accreditation of programmes from relevant councils
Chapter-4: Faculty Development
4.1: Faculty development programmes (MS/ PhD local + foreign)
4.2: Retuned Scholars
4.3: Present Scholars
4.4: Pre-service and in-service professional development
programmes
4.5: Achievements of Foreign faculty
Chapter-5: Access
5.1: Basic enrolment
5.2: Equity
5.3: Gender-wise Detail
5.4: Employability
5.5: Faculty-student ratio
Chapter-6: Univers ities Building Economies
6.1: University-Industry Linkage
6.2: New Initiatives
6.3: Technology Incubation Centre
6.4: Patents
6.5: Internship and Placement Office
6.6: Student Counseling and Career Guidance
Chapter-7: Strengthening Physical Infrastructure
7.1: Development projects (Laboratories, Libraries, etc.)
7.2: Research Equipment
7.3: Construction projects
Chapter-8: Strengthening Technological Infrastructure
8.1: Digital Library
8.2: PERN
Khyber
M edical
University
Kohat
University
of Science
&
Technolog
y
Lahore
College
for
Women
University
Pakistan
Institute
of
Engineeri
ng and
Applied
Sciences
PIR M EHR
ALI SHAH
ARID
AGRICULT
URE
UNIVERSI
TY
QUAID-E-
AWAM
UNIVERSI
TY OF
ENGINEER
ING,
Quaid-i-
Azam
University
Sardar
Bahadur
Khan
Women's
University
Shah
Abdul
Latif
University
Khairpur
Shaheed
Benazir
Bhutto
Women
University
The
University
of
Agricultur
e,
Peshawar
Sheet 7 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
3.3: Membership of Associat ions/ Networks
3.4: Accreditation of programmes from relevant councils
Chapter-4: Faculty Development
4.1: Faculty development programmes (MS/ PhD local + foreign)
4.2: Retuned Scholars
4.3: Present Scholars
4.4: Pre-service and in-service professional development
programmes
4.5: Achievements of Foreign faculty
Chapter-5: Access
5.1: Basic enrolment
5.2: Equity
5.3: Gender-wise Detail
5.4: Employability
5.5: Faculty-student ratio
Chapter-6: Univers ities Building Economies
6.1: University-Industry Linkage
6.2: New Initiatives
6.3: Technology Incubation Centre
6.4: Patents
6.5: Internship and Placement Office
6.6: Student Counseling and Career Guidance
Chapter-7: Strengthening Physical Infrastructure
7.1: Development projects (Laboratories, Libraries, etc.)
7.2: Research Equipment
7.3: Construction projects
Chapter-8: Strengthening Technological Infrastructure
8.1: Digital Library
8.2: PERN
UNIVERSI
TY OF
AZAD
JAM M U
AND
KASHM IR
M UZAFFA
University
of
Balochista
n
University
of
Engineeri
ng &
Technolog
y Lahore
University
of
Engineeri
ng &
Technolog
y
Peshawar
University
of
Engineeri
ng and
Technolog
y Taxila
University
of Gujrat
University
of Health
Sciences
Lahore
University
of Karachi
University
of
M alakand
University
of Swat
University
of the
Punjab
Lahore
Sheet 8 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Abdul Wali
Khan
University
M ardan
Agriculture
University
Faisalabad
Air University,
Islamabad
Bahauddin
Zakariya
University,
M ultan
BUITEM S
Fatima Jinnah
Women
University
Government
College
University
Faisalabad
Government
College
University
Lahore
Description / Contents
8.3: Video Conferencing
8.4: Campus Management Solution
8.5: Web Portal
8.6: Development of online admission system
Chapter-9: Univers ities building Communities
9.1: University-community interact ion
9.2: University's role in building community
9.3: Alumni Affairs: Outstanding Achievements etc.
Chapter-10: Sports
10.1: Inter-depar tmental sports
10.2: Participation in national championships
10.3: Achievements at nat ional level
10.4: Incentives and honors/ awards for sports persons
Chapter-11: Universities Building Leadership
11.1: Faculty Leader ship (Awards and representat ion in Govt
policy making committees, memberships on various Councils
etc.)
11.2: Student Leadership (Co-curricular Activities: University
dramas, exhibit ions, expos, competit ions, debates at national and
international levels)
Chapter-12: Finance
12.1: Annual Statement of Accounts
12.2: Financial year at a glance
12.3: Audit Report
12.4: Development budget
12.5: Recurring budget
12.6: Self-generated income
12.7: SAP related activit ies
12.8: Trend of per student spending
Chapter-13: University Governance
13.1: Syndicate meetings
Sheet 9 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
8.3: Video Conferencing
8.4: Campus Management Solution
8.5: Web Portal
8.6: Development of online admission system
Chapter-9: Univers ities building Communities
9.1: University-community interact ion
9.2: University's role in building community
9.3: Alumni Affairs: Outstanding Achievements etc.
Chapter-10: Sports
10.1: Inter-depar tmental sports
10.2: Participation in national championships
10.3: Achievements at nat ional level
10.4: Incentives and honors/ awards for sports persons
Chapter-11: Universities Building Leadership
11.1: Faculty Leader ship (Awards and representat ion in Govt
policy making committees, memberships on various Councils
etc.)
11.2: Student Leadership (Co-curricular Activities: University
dramas, exhibit ions, expos, competit ions, debates at national and
international levels)
Chapter-12: Finance
12.1: Annual Statement of Accounts
12.2: Financial year at a glance
12.3: Audit Report
12.4: Development budget
12.5: Recurring budget
12.6: Self-generated income
12.7: SAP related activit ies
12.8: Trend of per student spending
Chapter-13: University Governance
13.1: Syndicate meetings
Hazara
University,
M ansehra
Institute of
Business
Administratio
n Sukkur
INSTITUTE OF
M ANAGEM EN
T SCIENCES,
PESHAW AR
Institute of
Space
Technology
International
Center for
Chemical and
Biological
Sciences,
University of
Karachi
International
Islamic
University
(IIU),
Islamabad
Islamia
University of
Bahawalpur
Karakoram
International
University
Sheet 10 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
8.3: Video Conferencing
8.4: Campus Management Solution
8.5: Web Portal
8.6: Development of online admission system
Chapter-9: Univers ities building Communities
9.1: University-community interact ion
9.2: University's role in building community
9.3: Alumni Affairs: Outstanding Achievements etc.
Chapter-10: Sports
10.1: Inter-depar tmental sports
10.2: Participation in national championships
10.3: Achievements at nat ional level
10.4: Incentives and honors/ awards for sports persons
Chapter-11: Universities Building Leadership
11.1: Faculty Leader ship (Awards and representat ion in Govt
policy making committees, memberships on various Councils
etc.)
11.2: Student Leadership (Co-curricular Activities: University
dramas, exhibit ions, expos, competit ions, debates at national and
international levels)
Chapter-12: Finance
12.1: Annual Statement of Accounts
12.2: Financial year at a glance
12.3: Audit Report
12.4: Development budget
12.5: Recurring budget
12.6: Self-generated income
12.7: SAP related activit ies
12.8: Trend of per student spending
Chapter-13: University Governance
13.1: Syndicate meetings
Khyber
M edical
University
Kohat
University
of Science
&
Technolog
y
Lahore
College
for
Women
University
Pakistan
Institute
of
Engineeri
ng and
Applied
Sciences
PIR M EHR
ALI SHAH
ARID
AGRICULT
URE
UNIVERSI
TY
QUAID-E-
AWAM
UNIVERSI
TY OF
ENGINEER
ING,
Quaid-i-
Azam
University
Sardar
Bahadur
Khan
Women's
University
Shah
Abdul
Latif
University
Khairpur
Shaheed
Benazir
Bhutto
Women
University
The
University
of
Agricultur
e,
Peshawar
Sheet 11 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
8.3: Video Conferencing
8.4: Campus Management Solution
8.5: Web Portal
8.6: Development of online admission system
Chapter-9: Univers ities building Communities
9.1: University-community interact ion
9.2: University's role in building community
9.3: Alumni Affairs: Outstanding Achievements etc.
Chapter-10: Sports
10.1: Inter-depar tmental sports
10.2: Participation in national championships
10.3: Achievements at nat ional level
10.4: Incentives and honors/ awards for sports persons
Chapter-11: Universities Building Leadership
11.1: Faculty Leader ship (Awards and representat ion in Govt
policy making committees, memberships on various Councils
etc.)
11.2: Student Leadership (Co-curricular Activities: University
dramas, exhibit ions, expos, competit ions, debates at national and
international levels)
Chapter-12: Finance
12.1: Annual Statement of Accounts
12.2: Financial year at a glance
12.3: Audit Report
12.4: Development budget
12.5: Recurring budget
12.6: Self-generated income
12.7: SAP related activit ies
12.8: Trend of per student spending
Chapter-13: University Governance
13.1: Syndicate meetings
UNIVERSI
TY OF
AZAD
JAM M U
AND
KASHM IR
M UZAFFA
University
of
Balochista
n
University
of
Engineeri
ng &
Technolog
y Lahore
University
of
Engineeri
ng &
Technolog
y
Peshawar
University
of
Engineeri
ng and
Technolog
y Taxila
University
of Gujrat
University
of Health
Sciences
Lahore
University
of Karachi
University
of
M alakand
University
of Swat
University
of the
Punjab
Lahore
Sheet 12 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Abdul Wali
Khan
University
M ardan
Agriculture
University
Faisalabad
Air University,
Islamabad
Bahauddin
Zakariya
University,
M ultan
BUITEM S
Fatima Jinnah
Women
University
Government
College
University
Faisalabad
Government
College
University
Lahore
Description / Contents
13.2: Academic Council meetings
13.3: Board of Advanced,Studies meetings
Chapter-14: Office of Resource Generation/ Development
14.1: Initiatives and implementation
14.2: Future plans
Chapter-15: Health Centre/ Medical Facilities
15.1: Medical facilities available
15.2: Counseling for stress reduction
FNC FNC
FNC: Format is not considered
Sheet 13 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
13.2: Academic Council meetings
13.3: Board of Advanced,Studies meetings
Chapter-14: Office of Resource Generation/ Development
14.1: Initiatives and implementation
14.2: Future plans
Chapter-15: Health Centre/ Medical Facilities
15.1: Medical facilities available
15.2: Counseling for stress reduction
FNC: Format is not considered
Hazara
University,
M ansehra
Institute of
Business
Administratio
n Sukkur
INSTITUTE OF
M ANAGEM EN
T SCIENCES,
PESHAW AR
Institute of
Space
Technology
International
Center for
Chemical and
Biological
Sciences,
University of
Karachi
International
Islamic
University
(IIU),
Islamabad
Islamia
University of
Bahawalpur
Karakoram
International
University
Sheet 14 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
13.2: Academic Council meetings
13.3: Board of Advanced,Studies meetings
Chapter-14: Office of Resource Generation/ Development
14.1: Initiatives and implementation
14.2: Future plans
Chapter-15: Health Centre/ Medical Facilities
15.1: Medical facilities available
15.2: Counseling for stress reduction
FNC: Format is not considered
Khyber
M edical
University
Kohat
University
of Science
&
Technolog
y
Lahore
College
for
Women
University
Pakistan
Institute
of
Engineeri
ng and
Applied
Sciences
PIR M EHR
ALI SHAH
ARID
AGRICULT
URE
UNIVERSI
TY
QUAID-E-
AWAM
UNIVERSI
TY OF
ENGINEER
ING,
Quaid-i-
Azam
University
Sardar
Bahadur
Khan
Women's
University
Shah
Abdul
Latif
University
Khairpur
Shaheed
Benazir
Bhutto
Women
University
The
University
of
Agricultur
e,
Peshawar
FNC FNC FNC
Sheet 15 of 16
Matrix Analysis of Annual Reports of Higher Educat ion Insitut ions
Description / Contents
13.2: Academic Council meetings
13.3: Board of Advanced,Studies meetings
Chapter-14: Office of Resource Generation/ Development
14.1: Initiatives and implementation
14.2: Future plans
Chapter-15: Health Centre/ Medical Facilities
15.1: Medical facilities available
15.2: Counseling for stress reduction
FNC: Format is not considered
UNIVERSI
TY OF
AZAD
JAM M U
AND
KASHM IR
M UZAFFA
University
of
Balochista
n
University
of
Engineeri
ng &
Technolog
y Lahore
University
of
Engineeri
ng &
Technolog
y
Peshawar
University
of
Engineeri
ng and
Technolog
y Taxila
University
of Gujrat
University
of Health
Sciences
Lahore
University
of Karachi
University
of
M alakand
University
of Swat
University
of the
Punjab
Lahore
FNC
Sheet 16 of 16
IMPROVED STRATEGIC MANAGEMENT PLANNING AND
ACCOUNTABILITY IN PUBLIC HEIS
Annexure-III
REPORTS ON BUSINESS PLANS OF HIGHER
EDUCATION INSTITUTIONS (HEIs)
Report on Business Plans of Higher Education
Institutions (HEIs)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Index | I
INDEX
AIR UNIVERSITY, ISLAMABAD .................................................................................... 1
BAHAUDDIN ZAKARIA UNIVERSITY, MULTAN ...................................................... 4
BAHRIA UNIVERSITY, ISLAMABAD ........................................................................... 7
BALUCHISTAN UNIVERSITY OF INFORMATION TECHNOLOGY ENGINEERING AND MANAGEMENT SCIENCES (BUITEMS) ................................ 10
CENTER OF EXCELLENCE IN MOLECULAR BIOLOGY (CEMB), LAHORE ........ 13
COMSATS INSTITUTE OF INFORMATION TECHNOLOGY (CIIT) ........................ 16
DOW UNIVERSITY OF HEALTH SCIENCES (DUHS), KARACHI ........................... 19
FATIMA JINNAH WOMEN UNIVERSITY, RAWALPINDI ........................................ 22
GOVERNMENT COLLEGE UNIVERSITY, FAISALABAD ........................................ 25
GOVERNMENT COLLEGE UNIVERSITY, LAHORE ................................................. 27
HAZARA UNIVERSITY, KPK ........................................................................................ 30
INSTITUTE OF BUSINESS ADMINISTRATION (IBA), KARACHI ........................... 33
INSTITUTE OF MANAGEMENT SCIENCES, PESHAWAR ....................................... 36
INTERNATIONAL CENTER FOR CHEMICAL AND BIOLOGICAL SCIENCES (ICCSB), UNIVERSITY OF KARACHI .......................................................................... 40
INTERNATIONAL ISLAMIC UNIVERSITY, ISLAMABAD ....................................... 43
ISLAMIA UNIVERSITY BAHAWALPUR ..................................................................... 46
KHYBER MEDICAL UNIVERSITY, PESHAWAR ....................................................... 48
KOHAT UNIVERSITY OF SCIENCE AND TECHNOLOGY ....................................... 50
LAHORE COLLEGE FOR WOMEN UNIVERSITY ...................................................... 54
MEHRAN UNIVERSITY OF ENGINEERING AND TECHNOLOGY, JAMSHORO, SINDH ............................................................................................................................... 57
NATIONAL CENTRE OF EXCELLENCE IN GEOLOGY UNIVERSITY OF PESHAWAR...................................................................................................................... 60
NATIONAL UNIVERSITY OF SCIENCE & TECHNOLOGY (NUST), ISLAMABAD............................................................................................................................................ 63
NED UNIVERSITY OF ENGINEERING & TECHNOLOGY, KARACHI ................... 66
PAKISTAN INSTITUTE OF ENGINEERING AND APPLIED SCIENCES (PIEAS) .. 69
PIR MEHR ALI SHAH ARID AGRICULTURE UNIVERSITY, RAWALPINDI (PMAS-AAUR) ................................................................................................................. 72
QUAID-I-AZAM UNIVERSITY, ISLAMABAD ............................................................ 75
SHAHEED BENAZIR BHUTTO WOMEN UNIVERSITY, PESHAWAR .................... 79
SUKKUR INSTITUTE OF BUSINESS ADMINISTRATION ........................................ 82
Report on Business Plans of Higher Education
Institutions (HEIs)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Index | II
THE INSTITUTE OF SPACE TECHNOLOGY, ISLAMABAD ..................................... 85
THE UNIVERSITY OF AZAD JAMMU & KASHMIR.................................................. 88
THE UNIVERSITY OF AGRICULTURE, PESHAWAR ............................................... 91
UNIVERSITY OF AGRICULTURE, FAISALABAD ..................................................... 94
UNIVERSITY OF BALUCHISTAN ................................................................................ 96
UNIVERSITY OF ENGINEERING AND TECHNOLOGY, LAHORE ......................... 99
UNIVERSITY OF GUJRAT ........................................................................................... 102
UNIVERSITY OF HEALTH SCIENCES, LAHORE .................................................... 104
UNIVERSITY OF MALAKAND ................................................................................... 107
UNIVERSITY OF SCIENCE AND TECHNOLOGY, BANNU .................................. 110
UNIVERSITY OF THE PUNJAB, LAHORE ................................................................ 113
Report on Business Plan
AIR University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 1
AIR UNIVERSITY, ISLAMABAD
AIR University was established in Islamabad in 2002 and offer degree programs in four
faculties which include Engineering, Administrative Sciences, Basic and Applied
Sciences and Social Sciences. In addition a specialized Institute of Avionics and
Aeronautics (IAA) have also been established. The Air University is unique in certain
respects that include highly specialized and sophisticated courses which no other
university in Pakistan offers. Its research projects / efforts are also distinctive as one of its
faculty members is doing research in ‘Crowd Dynamic Project for Masjad-e-Haram
(Khanna Kaba) from Hajj Core 2011 Mekha Saudi Arabia’.
On the teaching side university also focuses and practices teaching modes which are
modern supported by latest technology and information system. Its laboratories are
equipped with the state of Art equipment and used as key tool for teaching and research.
The university has used the SWOT tools for analysis and properly identified the strengths
and weaknesses of the institution. Among the opportunities it has strong technical and
professional bias and enhancing emphasis on aerodynamics and aeronautics to launch
profitable projects. The research activity has great potential to be used for commercial
activities and also for use in industry. One of the key threats to the university is that its
highly specialized and competent faculty is being attracted by Middle East job market.
The threat is genuine but it can be minimized if not mitigated by providing incentives to
the faculty members. The enhanced allowances, better and conducive working
environment, education facilities to family members etc. can be introduced in the
university rules.
The university offer 23 courses for degree programs in BS, MS, BBA/BSEF, MBA, Ph.d.
The university plans to expand and strengthen the doctoral programs. There 13 students
enrolled in the Ph.d. program and by 2017 this number would be 133 with the addition of
120 Ph.d. enrolled scholars. The existing disciplines in which the doctoral degrees are
offered have been 6 in 2013 but this number would be 12 in 2018 as mentioned in the
business plan. The total student enrollment at the levels of undergraduate, post graduate
and doctoral programs in 2393 in 2013. This would be enhanced to 3000 at the
completion of Business Plan period.
The university has given special stimulus to research and consultancy. If a faculty
member writes a book the university would bear the cost of 500 copies for publishing,
Rupees 40,000/- would be paid to faculty member if his/her paper is published in
international journal, rupees 10,000/- for International conference paper and rupees five
thousand for National journal paper. Consultancies are offered in unique and technical
Report on Business Plan
AIR University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 2
subjects as Helicopter Track and Balance System, Simulation of JF17 Stall and Spin
Behaviour.
The university needs to strengthen its faculty development program. In 2012-13
university has fifty faculty members with Ph.d. degree and this number would be
enhanced to one hundred by 2018 as mentioned in the business plan. At present the total
number of faculty members is 145. The target is little ambitious but can be achieved with
concerted planning and allocation sufficient and timely financial resources. Although it
generous study leave but the allocation for Ph.d. programs should be enhanced. The
Innovational Academic linkages are useful if those are used for faculty training, exchange
programs, etc. The university established an International Cooperation Office (ICO) in
2008 in addition to ORIC. In 2012 the number of research publication were 90 and
completed 110 research projects. The university has established Interdisciplinary
Research Center (IDC) to bridge the gulf between academic and Industry by providing
legal framework and support for this purpose.
About finances the university is quite prudent in this respect and generated 588 million
rupees in 2013-14 and the expenditure for the same year was 580.76 million rupees with
saving of 7.24 million rupees.
Findings:
i) Faculty retention is a major challenge because the highly qualified and trained
faculty has attractive job market in the Middle East.
ii) The projection made in the Business plan are quite ambitious in view of the
expected limited resources. Funding support is squeezing from the government
and university is not pro-active in resources generation.
iii) The university has given special stimulus to encourage research and
consultancy. But the impact of these incentives is not known.
iv) ORIC has not been established nor there is any visible plan in the near future
to commercialize research & innovation.
Recommendations:
i) Special faculty incentive needs to be introduced to retain the highly qualified
& trained faculty. This may include better salary package which include fully
supported education for children, better medical facilities for the family etc.
ii) The projections need to be pragmatic especially the training of faculty.
iii) Impact of stimulus package for research should be mentioned.
iv) ORIC would help linkages with industry and commercialization of Research.
Hence its establishment is necessary.
Report on Business Plan
AIR University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 3
Doability:
The University completed 110 research projects and published 90 research papers in 2012.
The institution has established an Interdisciplinary Research Center (IDC) to bridge the
gap between research and industrial/market requirement by providing legal framework to
support this effort. The innovation is in addition to the establishment of ORIC. The
University has performed well against the indicators of evaluation. The student number is
small because of highly specialized nature of courses and degree programs. The targets
for the Business plan are achievable and financial management is prudent. Although the
faculty development is not strong area but it can still be said that the business plan is
doable.
Report on Business Plan
Bahauddin Zakaria University, Multan Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 4
BAHAUDDIN ZAKARIA UNIVERSITY, MULTAN
Bahauddin Zakaria University was established in 1975 with 8 departments and now in
2013 it has more than 55 departments. The total number of faculty members is 518 out of
which 180 hold doctoral degrees which is about 35%. Annual average of publication is
250 for the last 10 years. It has 2100 regular students including 53 foreign students from 8
countries and 3000 distance education enrollment. University offer 120 degree programs
from B.A. to Ph.d. level.
The SWOT analysis reveals that BZU has more than 50% of students enrolled are girls
despite the face that southern Punjab is conservative low income area. It offers variety of
multi-disciplinary degree programs with large variety. There are large number of colleges
affiliated to BZU which is a regular source of income and some additional responsibility.
The weaknesses are lack of coordination between departments, resource duplication,
non-availability of Ph.d. faculty for social sciences, weak indigenous and split ph.d.
programs in social sciences, lack of effective financial system, data inconsistency and
poor governance, weak quality enhancement cell and ORIC not established. The
opportunities still exists to start and mange indigenous spilt Ph.d. programs. University
has the skills and capacity to offer consultancy services at National and International
levels in Agriculture, Chemistry and Pharmacy. The major threat is political interference
and patronage in hiring, appointment, promotion etc. University has four campuses and
fifth one is coming up this year.
Research has been claimed as a strong area and provided funds to all interested
researchers from its own resources. However the university has made Research
Methodology course compulsory in all degree programs, conducting regular market
surveys to assess the need of new programs. Information is lacking about the level of
publication in Impact factor journals, Indexed journal or otherwise.
The baseline enrollment of undergraduate program is 19920 and target is to be increased
to 25500 by the completion of Business plan thus the annual average would be 1100 new
students. At the post graduate the baseline is 1574 student to be increased to 4000 with
average annual increase would be 485 students. Both the targets are inflated and would
not be achieved because the average enrollment increase has been 540 students both at
undergraduate and post graduate levels. The BZU plans to promote consultancy services
to generate resources and support research. But it has not established ORIC which is an
instrument of strength for this purpose. The university has extended International
Academic Network with 15 universities. An emphasis on human resource has been well
placed by facilitating Academic, Health, Housing, and life support services and disability
insurance services. The projected number of Ph.d. degree holders would be 700 the
Report on Business Plan
Bahauddin Zakaria University, Multan Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 5
present 180. This is a lofty claim of hiring 104 Ph.d. faculty every year. The projection of
total student enrollment would be about 30,000 from existing 21000 means an enhanced
annual intake of 1800 students. It would not happen in view of the given capacity of the
university.
Looking at the data provided under financial stability, the BZU has performed very well
indeed. The three year time series for income and expenditure reveals surplus finance of
Rs. 17.5 million in 2009-10, Rs. 179 million for 2010-11 and Rs. 53 million for 2011-12.
The government funding for these years were 47%, 51% and 48% responsibility. The
remaining amount was generated by the university and adopted good system of financial
management. This clearly demonstrates proper financial planning and prudent spending
and expenditure control. The projection e-governance system is very unrealistic with a
present 5% to achieve 100% in 2018.
Findings:
i) Financial control and prudent spending has been performed very well.
Similarly the emphasis on Research by the university need recognition. SWOT
analysis has been done professionally and clearly identifying problem areas
and opportunities.
ii) There is lack of internal consistency in report. The information / data varies
for the same year at different places in the Business plan.
iii) ORIC has not been established and performance of e-governance clearly
related to ICT is poor.
iv) The linkages with Industry and community does not find any place in the
Business plan.
v) The incentives provided for faculty is good but no plan or program exist for
faculty training.
vi) Some of the projection are lofty which include faculty hiring of 100 Ph.d.
degree holders, e-governance from 5% to 100%, enrollment figures etc.
Recommendations:
i) There is need to correct interval consistence in the Business plan.
ii) ORIC should immediate be provided to promote commercialization of
university research and innovation.
iii) Faculty development program must be planned with clear strategies and yearly
outputs.
Report on Business Plan
Bahauddin Zakaria University, Multan Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 6
Doability:
The University has not made realistic projection to hire 104 faculty members with Ph.D
degrees every year for the next 5 years. Similarly the annual enrolment surge is
exaggerated because the business plan does not indicate any extra facilities to
accommodate these students and provide education by well trained and qualified teachers.
The business plan does not reflect any elaborate faculty development programme which
means the University has to hire the qualified faculty members from the open market.
This needs lot of money in the recurring budget. Although the University has
demonstrated well in financial management but it would not be sufficient either for the
expansion of the faculty or for the increased students enrolment. Hence the business plan
in its present form would not be doable for most of its components.
Report on Business Plan
Bahria University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 7
BAHRIA UNIVERSITY, ISLAMABAD
Pakistan Navy set up Baharia University in 2000 and established two campuses one at
Islamabad and other at Karachi. The University enrollment is 10,000 students in 2013 and
steadily increasing. It follows the rigorous discipline of maintaining a preplanned
scheduled of major activities. The university has undertaken SWOT analysis exercise but
it reflects that the exercises has been either done as a formalities or university lacks
expertise to undertake this activity. There has been no significant area of strength which
have been identified some of it includes disciplined environment and spacious modern
library etc. The key weakness is the shortage of Ph.d. faculty specially in Karachi campus.
This is also linked to inadequate research activities and weak industrial linkages. The
major threat is the law and order situation of Karachi. There have been no opportunities
available to the university except for great demand for student enrollment. What are the
basis of this demand is not known within the premise of opportunity as far as SWOT
analysis is concerned.
The university offers BS, MS, M.Phil and Ph.d. programs in eighty sixe disciplines such
disciplines and specialties. But university is quite weak on quality criteria based on
faculty development and research. Although there is dearth of Ph.d. faculty members but
no programs or planning has been done to train its members either in foreign universities
or within Pakistan. It is indeed expensive to train the faculty from abroad but there are
opportunities offered by universities within the country. The Baharia university need plan
a pragmatic program in this regard and launch it. The university can offer generous study
leave with full pay and other facilities. If the faculty members is enrolled in the Ph.d.
program on the same campus then his work load should be reduced alongwith other
incentives. Baharia university has not development any regular research program.
During 2013 only 25 papers were published in Impact factor journals with the projection
of 150 papers by 2017 which is quire unrealistic based on the existing performance.
The university has signed Memorandum of Understanding with twenty two International
Universities but what benefit it has accrued to the Baharia is not known through this
Business Plan. It intends to increase the linkages to fifty universities by the end of 2018
but to what purpose or effect. The projected faculty members in 2013 would be 405 but
the number of Ph.d. holders would be 46 which is barely 11%. University need to address
the issue of quality which directly proportionate to research, faculty development and
curriculum revision and teaching learning resources.
Report on Business Plan
Bahria University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 8
On the financial side university has performed well. It generated a revenue of Rs. 1.2
billion in 2012-13 and its expenditure for the same year was Res. 1.06 billion which
reflects the surplus budget of 196 million rupees.
The university has not established ORIC. It has lagged behind in research and innovation.
There has been no linkages developed with industry or any other commercialization
activity.
It is recommended that university give serious attention to research not only for
publication but also for application. It is important to develop professional and
commercial linkages with industry. The university should plan and promote effective
joint collaboration with foreign universities. The signing of MOUs should be followed so
that certain tangible outcomes in the form teacher training, student exchange, joint
research project faculty development etc.
Findings:
i) Shortage of Ph.d. faculty in general but at Karachi campus in particularly is a
problem.
ii) University is quite weak on the quality criteria with reference to research and
faculty development program.
iii) The linkages with foreign universities has been confined to MoUs. There has
been no specific output reflected in the form of student or faculty exchange
program or joint research projects.
iv) ORIC has not been established that is why the university has not developed
any linkages with industry and community.
Recommendations:
i) Either the existing faculty should be trained or university need to hire teachers
from open market. Both the options require funds and Navy should salvage the
university in this regard.
ii) Research needs to be promoted through incentive driven programs. It should
focus more on applied research than theoretical research.
iii) Foreign linkages with universities and research organization need to be
developed for student exchange and faculty training.
iv) Establishment of ORIC would be a good step forward for commercialization
of projects.
Report on Business Plan
Bahria University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 9
Doability:
The University is focusing more on expansion rather than on consolidation. The two
campuses one each in Karachi and Islamabad face problem of properly qualified faculty
members. The University is quite weak on quality criteria and establishment of ORIC has
yet to be materialized. The financial management is prudent with surplus budget of
Rs.196 million. During 2013 the University published 25 papers in impact factor journals.
The number of faculty members for this year is 405 but the number of Ph.D holders is 46
which is 11%. Perhaps financial sustainability could be managed with the backing of
Navy. The business plan in its present form may not be doable unless the suggested
recommendations are adopted.
Report on Business Plan
Baluchistan University of Information Technology
Engineering and Management Sciences (BUITEMS)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 10
BALUCHISTAN UNIVERSITY OF INFORMATION
TECHNOLOGY ENGINEERING AND MANAGEMENT
SCIENCES (BUITEMS)
The Baluchistan University of Information Technology, Engineering and Management
Sciences (BUITEMS) was established in 2002 with enrollment of 90 students. This
number surged to 6000 students in 2012 both at undergraduate and postgraduate levels.
The need assessment of the university has been done by adopting SWOT Analysis
methodology. It seems that the SWOT Analysis exercise has been done in hurry by some
non-professional person. Looking at the result no substantive or tangible information is
provided. All the components have been mentioned in general. However few points are
useful such as the number of Engineering Ph.d. faculty members need to be increased.
There are only 25 Ph.d. degree holders as faculty members out of 325 hence it can be
concluded that university needs strong faculty development program in all the disciplines
and programs offered by the university. Law and order situation is indeed a serious
problem even then the university has been able to enroll 100 foreign students. The
university is located in a province which has abundance of natural resources in the shape
of Mines, Minerals, Oil, gas, Coal etc. The university needs to develop programs and
specialties in these disciplines.
The Business plan is a wish list or fairy tale of next five years as every wish would be
fulfilled. However the university performance at present is quite moderate. It has been
bitting more than it can chew adding number of programs at undergraduate and graduate
that is with only 25 faculty members with Ph.d degree whereas the total faculty members
are more than 325. The university plans to increase the number of faculty members
during the next five years without making any serious efforts to train the existing faculty.
Hence the faculty development program of the university is almost non-existence. The
strategic management of university affairs demand medium term planning with focus on
clear deliverables or achievable targets. Increasing the number of students in different
programs does not help improve the quality of education. The quality indicators or
determinants are faculty development programs, the research activities, publication in
Impact factor journals, applied research for innovation and industry and the market
demands.
The university intends to increase the enrollment of students to 9500 by 2016. The
research culture is minimal in the university. There is no information available, if any
papers were published in 2012 and 2013 by the faculty in Impact factor journals.
However in 2012 the Business plan mentioned that Baseline of research paper was 60. It
seems research has no priority in the academic environment of the university. There is
Report on Business Plan
Baluchistan University of Information Technology
Engineering and Management Sciences (BUITEMS)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 11
great potential of applied research in an area which is enriched with natural resources
though yet unexplored. The faculty development program also needs serious inputs and
planning. However 90 faculty members are enrolled in MS and Ph.d. program within
Pakistan and foreign universities. It is expected that university has developed some
linkages with foreign universities and donors. In terms of quality improvement the
curriculum revision mechanism is almost a routine procedure where no serious efforts
would be made to modernize and update the curriculum. Similarly pedagogy and teaching
methodology focus mostly on lecturers. However some special arrangements are made for
fine arts and architecture classes.
The university now offer 32 programs of studies and intend to increase this number to 70
programs of different disciplines and departments. How, this would improve the quality
of education is not known. The two key indicators of quality i.e. faculty development and
research are weak components of university program.
The ORIC has been established but playing a dormant role. The aspect of innovation and
commercialization are based on the applied research of the faculty members.
On the financial side university generated Rs. 87 million in 2012 from service charges
and fees. No information is available about the amount of government grant provided to
the university.
Findings:
i) The number of Ph.d. faculty is only 8% of the total number of teaching staff.
Balochistan generally has become less attractive place to work because of
uncertain law and order situation.
ii) The projection mentioned in the Business plan about the Ph.d faculty increase,
surge in student population, infrastructure development mostly seem a wish
list. There has been no indication from where the resources would come.
iii) The area of research is also weak and business plan does not provide that how
many number of research papers published in a year. ORIC, though
established but still it is dormant.
iv) The increase in number of degree programs from existing 32 to be increased to
70 by 2017 is unrealistic.
Recommendations:
i) The foremost need of the university is faculty development. Government, both
federal and provincial, should provide funds to the university because of the
difficulties due to security situation.
Report on Business Plan
Baluchistan University of Information Technology
Engineering and Management Sciences (BUITEMS)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 12
ii) The projections need to be pragmatic and implementable in view of the
resources availability for the purpose.
iii) The quality indicator of research needs to be addressed and ORIC needs to be
activated.
iv) Consolidation is more important than expansion or increase in degree
programs.
Doability:
The University holds an usual significance because of its geographical, social and
political proximity. The province of Baluchistan is a difficult place to work but the
University is reasonably operational with 6000 students. Hence its business plan cannot
be measured against the indicators set for other universities. The University has only 11%
Ph.D faculty members out of the total number of 325. However 90 faculty members are
enrolled in Ph.D degree program in foreign and national universities. There is no
information available about the research publication either for 2012 or 2013. The wish list
is long. The key area which needs federal and provincial funding support is that of faculty
development. The Business plan would not be doable if evaluated on criteria applied to
other established universities. However if Business plan is modified in view of
recommendation the plan would be doable.
Report on Business Plan
Center of Excellence in Molecular Biology (CEMB),
Lahore
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 13
CENTER OF EXCELLENCE IN MOLECULAR
BIOLOGY (CEMB), LAHORE
The Center of Excellence in Molecular Biology (CEMB) is very specialized and
sophisticated institution of research and some teaching. It was established in 1986 and has
excelled in applied Molecular Biology in the area of Bacillus thuringienis (Bt) crop
production, core facility of Italits, DNA Sequencing and primersynthosis for the National
Research & Development Institute. In the area of basic research it has made advances in
the field of hearing and vision, 17 new deafness loci, 10 new vision impairment loci, 24
new genes and one novel deafness modifier gene were discovered. The center in applied
research has focused on important issues in agriculture and health sectors in enzyme
isolation techniques and cloned Bt genes. By virtue of its excellence in research the center
has won seventeen National and International Awards.
This center is not a conventional public sector institute of higher education because its
total student enrollment is 137 during 2012-13 out of which 88 are Ph.d. students. Hence
it is primarily a superior research institute. In the domain of External Relations and
Development it has established research linkages all over the world particularly in the
field of Stem Cell, Cancer, Plant Genomics, vision impairment, studies in stuttering,
DNA repair, Enzymology, Stem Cell, Mycology and genetic diseases.
The SWOT analysis has been done very casually perhaps the center lacks expertise in
doing such an exercise in Management Sciences. It has published more than 1000
research papers in Impact Factor journals but no time span been mentioned for these
publications and annual publication output is also not given. Its key strength is the
research sophistication in highly advanced disciplines of Molecular Biology which
impacts many sectors including health, agriculture, industry, pharmaceutical etc. however
the gap between research and industry linkages is a major weakness. This means that
advance research has not been utilized by the industry. The future opportunities include
the training component which would provide new skills to young researchers from
Pakistan and abroad. The threat is the monopoly of multinational companies in
commercialization of its products and processes. Although the faculty has been engaged
in advance research in critical areas of modern day needs but no special incentives have
been provided to them by the government.
Looking at the quality indicators of curriculum modernization and faculty development,
the performance of the center is weak. There has been no mechanism given in the report
for curriculum revision and improving the methods of delivery. Similarly no program of
faculty development is provided. The total number of faculty members is 66 out of 27 are
Report on Business Plan
Center of Excellence in Molecular Biology (CEMB),
Lahore
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 14
regular and 39 faculty members are working on contract basis. The total number of
administrative / support staff is 128 out of which 41 are on contract. However the center
has excelled in research. It has formulated ten core research groups for functional
specialties which include group of 1) Plant Transformation 2) Plant genomics 3) Seed
Biotech 4) Stem Cells 5) Applied and Functional genomics 6) Genetic diseases 7)
Molecular virology 8) Bioinformatics 9) Human Biopharmaceutical 10) Forensic research
and DNA core facility.
Another weak area of the center is financial resources generation. During 2012-13 the
center generated Rs. 3.85 million. The budget for this period was Rs. 152.50 million and
the remaining amount have been provided by HEC. The provincial government did not
provide any funding support.
The center is also quite weak in linkages with industry, commercialization activity and
community. However there is a good potential to market the research product nationally
and internationally.
The administrative / management arrangement of the center is somewhat confusing. The
center is governed by the Board of governors which is headed by the Vice-Chancellor of
Punjab University but the Director of the center is appointed by the federal government.
The center has dichotomy of functions and powers. It follows the rules of Punjab
University and simultaneously the federal government.
Findings:
i) It is not clear from the report about the status of the center. Why it is treated as
a separate entity other than the Punjab University. There are centers working
i.e. Pakistan Studies, South Asian Studies etc. but all within the ambit of the
university.
ii) There has been no efforts visible to commercialize applied research. The
center has not established ORIC which it should have as a separate entity.
iii) The dependency on government funds is enormous as only a fraction of
resources have been generated by the center.
iv) There has been no program for faculty development. How many are Ph.d.
degree holders and how much would be required.
Recommendations:
i) The status of the center needs to be clarified and would become like other
centers working under the Punjab university.
ii) The establishment of ORIC is necessary in view of the applied research and
the commercialization its research products.
Report on Business Plan
Center of Excellence in Molecular Biology (CEMB),
Lahore
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 15
iii) The center must make endeavor to generate financial resources mainly through
its research products as the student number is small and so is the collection of
tuition fees.
iv) A comprehensive program of faculty development needs to be prepared and
implemented.
v) v) The curriculum modernization mechanism also needs special attention by
the center for the revision of courses.
Doability:
The center is basically a sophisticated institute of specialized research with enrolment of
137 students. It operates under the Punjab University. There is some diarchy in the
functioning of the center vis-à-vis Punjab University. It is unreal to expect that the center
would generate its own resources independently with small enrolment. If we go by the
indicators of resources generation and financial sustainability, there is big gap between
earning (Rs.3.86 million) and expenditure (Rs.152.5 million). Similarly its performance
cannot be measured against the indicators for bigger and well established universities. In
view of the importance of this center for research the government has to provide
sustainable funding only then its Business plan would be doable.
Report on Business Plan
COMSATS Institute of Information Technology
(CIIT)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 16
COMSATS INSTITUTE OF INFORMATION
TECHNOLOGY (CIIT)
The COMSATS Institute of Information Technology (CIIT) was established in 2000 and
since then opened seven campuses. There has been one each at Islamabad, Abbotabad,
Attock, Lahore, Sahiwal, Vehari and WAH. The Institute offers 72 degree programs
which includes 35 programs at undergraduate and 37 at graduate level. The total
enrollment in 2013 has been 21000 students. The full time faculty strength is 2170 out of
which 503 faculty members hold Ph.d. degrees which is about 23%.
The focus of the Institute is on education of Information Sciences and Technology. All
campuses of CIIT are ISO 9001 Certified. The Quality Enhancement Cell (QEC) is fully
established and effectively functioning to provide strategic quality assurance standards.
The Institute is planning and pursuing the government for approval to grant it the status of
full fledged university. The Institute has established more than 85 MOU with external
universities all over the world.
The SWOT analysis as mentioned in the report is attached at Annex II but there has been
no Annexure attached with the Business Plan hence no comments can be offered on the
SWOT analysis.
The present and perspective situation is mentioned in the Business plan. The information
given for the present condition is specific whereas in the next five years it is generalized
and devoid of targets. It is mostly reflected as To achieve, To ensure, To strengthen, To
enhance, To increase, To expand, etc. This is used for several programs and chapters of
Business plan.
The Institute has five faculties which includes Engineering, Sciences, Information
Sciences and Technology, Architecture and Design and Business Administration and
contains 21 Departments. The institute has planned some programs for the training of
faculty but the number indicated for this is too small against only 23 percent of faculty
with Ph.D. The finances rather lack of it would be key hindrance in this regard. The
curriculum revision and delivery mechanism is also a weak area of the institute. There has
been no specific program or effort for curriculum modernization is given in the report.
The student enrollment projected by 2017-18 would be 35900 students from the existing
21000. The target is quite ambitious and is not commensurate with future faculty hiring.
Foreign students from six countries, though small in number have been enrolled. The
institute has established ORIC and functioning well and supporting research, innovation
Report on Business Plan
COMSATS Institute of Information Technology
(CIIT)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 17
and commercialization. On average the Institute published 160 papers and several books
and organized several research workshops.
The institute has prepared elaborate plan for enhancing Research Support System,
University Industry Collaboration, Intellectual Property Rights, Entrepreneurial Thrive,
etc. along with estimated cost but the main question would be the availability of resources.
Government won’t be able to provide that hence the onus is on the Institute which also plan to establish two more campuses to raise the total number to Nine.
One of the major strength area of the institute is ICT and E university. It has
demonstrated the professional capacity in technology advancement and use it for E
governance. On the financial side the budget of the institute exceeds Rs. 3 billion for
financial years 2011-12. The institute generates about fifty percent of this amount from its
own resources and the remaining is provided by the government grants. The income and
expenditure statement, balance sheet and cash flow statement are missing from the report.
The institute is making earnest efforts to adopt entrepreneurship culture and visionalized
several strategies to generate more financial resources. These include increasing student
enrollment, expenditure control, long term investment and university-industry joint
projects. The institute has been planning for business incubation center and Technology
Park. By the completion of business plan five incubation centers would be established.
The acceleration and commercialization of research and development and high
technology based enterprises would gear up economic activity and create jobs. The
Islamabad Science and Technology Parks have been planned by the Institute which is
another initiative in the entrepreneurship direction.
The industry and community linkages is of paramount importance for the institute. The
institute established CIIT community development unit (CDU) to launch several initiative
which includes Disaster Management Program, Disaster Preparedness, Youth
Development Program. The Institute has extended its horizon by signing several MOU
with different National and International Universities and R&D organization.
Findings:
i) The direction of the CIIT seems more on the expansion side rather than on
consolidation. Whereas the institute is still striving to attain the status of a
university.
ii) The number of faculty members with Ph.d. degree is only 23% yet no
comprehensive program is suggested for the future in the Business plan. This
shortage would impinge the quality of education of the institute.
Report on Business Plan
COMSATS Institute of Information Technology
(CIIT)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 18
iii) The component of curriculum revision and modernization of at double
significance for the institute as compared to other universities, because the
speed of the change of technology is very swift. However no significant
efforts have been reflected in this regard.
iv) The missing information regarding SWOT analysis, cash flow chart, income &
expenditure statement, balance sheet etc. should be attached with the report.
v) The student projection looks unrealistic and even if the enrollment surged at
the proposed level from where the properly faculty could come.
Recommendations:
i) The CIIT should preferably consolidate the gains and further expansion can be
done at later stage when the funds are available and the opportunity is
emerging for such decision.
ii) The institute needs to focus on the training of its own faculty. The non-Ph.d.
faculty should be encouraged to enroll for Ph.d. in Pakistani universities as
well as in campuses of CIIT where this degree is offered. If the opportunity for
getting training or obtaining degree from abroad comes it must be available.
iii) The missing information need to be attached with the report and the
documentation preparation for such purposes and assignment as that of
business plan must be taken as more responsible activity.
iv) The challenge of curriculum modernization must be properly and immediately
addressed alongwith the availability of new reading material.
Doability:
The institute has seven campuses spread over different cities of Punjab Province but one
is in Islamabad. All these campuses are ISO 9001 certified. The Quality Enhancement
Cell is fully operational. The institute has 2170 full time faculty members and 23% hold
Ph.D degrees. The COMSATS Institute is degree awarding, but is still striving to obtain
the status of a university. It has established itself well and generates more than 50% of the
financial resources from its own efforts. The remaining amount is provided by the
government. The expansion spree need to be checked and consolidation to be focused.
The Business plan is doable if the institute properly plan and launch faculty development
program.
Report on Business Plan
DOW University of Health Sciences (DUHS),
Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 19
DOW UNIVERSITY OF HEALTH SCIENCES (DUHS),
KARACHI
DOW University of Health Sciences was established in 2004 with three institutions but in
2012 this number has increased to fifty one departments. The available faculty constitutes
571 members out of which 205 posses Ph.d. / FCPS / MRCP / FRCS degrees /
qualification. This is about 36%. The SWOT analysis done by the university reveals that
the variety of courses and distance learning are its key strengths. The later is a unique
approach in Medical Sciences, otherwise often used in Education delivery. The law and
order situation and non-availability of skilled human resources are problem area. The
multi level evaluation system is professional approach to improve and sustain the quality
of education. The current enrollment is 6100 to be increased by 200 students every year
for the next five years. This is quite an achievable target. The office of Research
Innovation and Commercialization (ORIC) has been established but no substantive
activity has happened under this office.
The university is exploring the possibility of dual degree programs in collaboration with
foreign universities and 24 delegations have visited universities / academic institutions
abroad and 120 arrived in DUHS. The total revenue, including the government grants,
generated during 2011-12 has been Rs. 2593.5 million and the expenditure during the
same period was Rs. 2598.2 with a deficit of Rs. 4.7 million. It reflects that university
manages the finances reasonably well.
As mentioned in the Business Plan, the university has introduced modular curriculum in
Medical Education which is not practiced in Medical Colleges / Universities in Public
sector. This should be further developed and promoted.
The information and projection provided in the Business Plan is not internally consistent.
As an example there are three different figures of enrollment and projection of different
sections. There is no reflection of the faculty development program nor any projection.
However, the Ph.d. enrollment would be increased by six candidates every year which is
too low and that too is not exclusively for DUHS.
The information provided in the Business plan is internally inconsistent. The statements,
and figures about enrollment, faculty, research, publication etc. varies in different
sections. Average yearly research publication is 60 papers and at another place it is 120
and after few pages the number is 150 but none in impact factor journals.
The international research collaboration is being done with eight foreign universities and
MOUs have been signed with twenty. This is reasonable effort.
Report on Business Plan
DOW University of Health Sciences (DUHS),
Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 20
On the basis of the information provided in the business plan some points need to be
highlighted. The report is internally inconsistent which reflects that the plan has been
prepared casually and without serious effort. There is hardly any faculty development
program. It only mentions the baseline figure and then projection lopsidedly. ORIC has
been established but not yet activated because no commercialization has been done.
DUHS has also lagged in research. It is recommended that Business Plan should be
revised seriously to remove inconsistencies and giving projected figures appropriately.
The faculty development programs must be planned and implemented as SWOT analysis
mentions dearth of skilled human resources as a major threat. The status of research is
terms of number and quality is not clear. But it seems that it needs special attention. The
distance learning program and the modular approach are very good program but both in
its early phases. There should be further strengthen to earn enhanced credibility for the
university.
Findings:
i) The preparation of Business plan warrants a serious effort which is missing.
ii) SWOT analysis is done casually. The two important areas of Research and
Faculty development are not of significance in the report.
iii) Distance Education and Modular approach in health education are innovative
efforts hence need further development.
iv) Financial resources is not a problem area and simultaneously DMHs has
managed the financial control well.
Recommendations:
i) The university need to understand the importance of Business plan as planning
and operational document.
ii) DMHs is the good position to launch flexible degree and training program for
resource generation.
iii) Comparative advantage of the university in distance education and modular
approach should be strengthened.
Doability:
The information and projection provided in the Business Plan is not internally consistent.
There are three different figures of enrolment and projections of some components in
various sections. The past performance of the University in the components of research,
enrolment, faculty development and commercialization has been medicure. The financial
performance is quite moderate however efforts have been indicted for resource generation
in the business plan. The University is exploring the possibility of dual degree programme
which is in some ways a new approach in medical education. In view of the performance
Report on Business Plan
DOW University of Health Sciences (DUHS),
Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 21
of the University it seems that business plan in its present form would not be doable
unless major changes are made.
Report on Business Plan
Fatima Jinnah Women University, Rawalpindi Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 22
FATIMA JINNAH WOMEN UNIVERSITY,
RAWALPINDI
Fatima Jinnah Women University is the first women university established in Pakistan in
1998. In 2013 FJWU offers 36 degree programs to 5170 students. The employability of
university graduates is 41%. The full time faculty constitutes 150 members including 2
with Ph.d. degrees which is 20%. The number of publications for the current year is 50,
the level and quality of journal is not known. University has signed MOUs with 20
International universities / organization. The SWOT analysis reveals certain unique
strengths including an early child care center for staff, student and faculty members and a
radio station FM VOW (Voice of Women) 96.6 is broadcasted live by students under
communication and media studies department. This is also an exclusive female
institutions, which meets the demand of many parents. However the university lacks
hostel and transport facilities. The opportunities for future exists especially to offer Ph.d.
programs in different disciplines of social and management sciences. The financial crunch
is a possible threat for the institute. The SWOT analysis is a sketchy exercise and does
not identify properly the strength and opportunities.
The FJWU has established Office of Research Innovation and Commercialization (ORIC)
to promote entrepreneurial environment for researchers. The close liaison with small &
Medium Enterprise Development Authority (SMEDA) and Rawalpindi Chamber of
Commerce and Industry (RCCI) is progressing well. The annual budget for the year 2013
has been Rs. 922.2 million and the expenditure is Rs. 932.0 million with a deficit of Rs.
9.8 million.
The projected student enrollment would be enhanced to 6827 by 2018 from existing 5000
with an average annual increase of 365 students which would not be achieved in view of
capacity available with the university.
On the research side the university has focused more on the development of Research
projects and at present 18 research projects are being funded by different organization and
research funding is Rs. 43.3 million. The publication of research papers have not been
accelerated. The FJWU published 50 research paper in 2013 but the target for the
completion year of the Business Plan (in 2018) is 380 papers. This is somewhat lofty
projects. On the Human resource side with reference to quality of education, the
university has enrolled 33 faculty members in Ph.d. degree program. This is a good
strategy. However other possible opportunities for faculty training must be explored. If
the projection for faculty development is professionally implemented the number of
faculty members would be 165 from 50 in 2013.
Report on Business Plan
Fatima Jinnah Women University, Rawalpindi Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 23
The total revenue generated by the university in 2012-13 was Rs. 612 million including
the government funding of Rs. 307 million. The issue of financial sustainability remains
important. The university has identified some useful strategies for this purpose which
include broaden the range of degree programs with flexible entry, mode and fees, launch
market strategy for commercialization, strengthen research capacity, collaboration with
international and national organizations and provide consultancy services. The surge in
student enrollment also generate resources and organize events and activities like Funfair,
Gala, Mela, Bazar etc.
E-governance system, it seems is not a priority area for the university. There has been
neither any effort nor any serious projection available in the Business plan. The mindset
for e-governance has to be evolved and then create a system which promote e-governance.
Findings:
i) SWOT analysis has not been properly done because it did not find any
significant areas of opportunities and weaknesses / threats.
ii) There has been discrepancies in information specially figures. There is lack of
internal consistency in some places.
iii) Some information has been repeated many times and often with variation.
iv) The linkages with community is negligible. There has been no programs or
activities mentioned in the business plan for community outreach.
v) Publication of research papers in Impact factor or Indexed journal is not
known.
Recommendations:
i) The areas of strengths should be capitalized and launch advocacy and
awareness campaigns about the importance of FJWU for female higher
education.
ii) The discrepancies in data need to be removed and repetition of some
information need to be minimized.
iii) Research projects of the university must also generate quality research papers
for publications in addition of resources generation.
Doability:
The SWOT analysis has been done casually. However some useful strategies have been
identified which include broaden the range of degree programmes, flexible entry mode,
fees structure and above all launch innovative market strategies. The University generated
50% of its recurring budget from its own resources. The University research program is
doing well with 18 research projects for which the funding of Rs.43.3 million have been
provided by national/international funding organizations. The performance of University
Report on Business Plan
Fatima Jinnah Women University, Rawalpindi Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 24
demonstrates that the financial dependency on the government would decrease through
commercialization activities with the help of ORIC. With some modifications in the
business plan it would be doable.
Report on Business Plan
Government College University, Faisalabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 25
GOVERNMENT COLLEGE UNIVERSITY,
FAISALABAD
The Government College University Faisalabad started in 1897 as a primary school and
elevated to the status of the university in 2002. The total student enrollment in 2013 is
16895 including 7719 females (46%). University offers 106 degree program including
distance learning opportunities in varied disciplines from B.A./B.Sc. to Ph.d. level and
intends to add 32 new programs by the completion of Business Plan. The faculty
comprises 763 teachers including 243 Ph.d. degree holders which is 30%. University
offers Ph.d. scholarships with career development opportunities and incentives under
faculty development program. The number of Ph.d. faculty is science and technology
disciplines is 187 and in social / administrative / oriental languages & literature is 50.
This reflects an imbalance approach in faculty training but the trend continues.
The SWOT analysis is dominant in mentioning weaknesses and threats. The strengths are
affordable for structure and large number of high qualified faculty in science and
technology. The opportunities include growth potential, collaboration with industry for
which Faisalabad is known and also commercialization of university products. However
there is lack of checks & balances optimum use of funds and facilities, resources for
faculty development, collaboration with industry, market needs and too much dependency
on government. The threat include brain drain, emergence of private sector educational
institution of higher learning and imbalance between supply and demand of higher
education. About 50 MOUs have been signed with National and International
universities/ donors/ agencies as a result university in 2013 is working on 55 projects.
The number of publications as mentioned in the Business Plan is 710 International and
2485 national. Both the figures seem to be incorrect.
Despite the declining student enrollment from 15924 in 2011-12 to 14425 in 2012-13, the
university has planned to surge enrollment by 7512 students by 2018 touching the figures
of 21357 and if distance learning students are added the total enrollment would be 32732
by the completion of the plan. The university has established ORIC and have made it
operational for the purpose of research and commercialization. It has also strategized to
create an innovative and entrepreneurial environment to generate research of applied
nature and of high quality. During 2012-13 university published 208 research papers and
intends to take this number to 1125 by 2018 which looks ambitious may be unrealistic. In
the ICT performance of the university is modest and striving to establish the ICT system
and then launch effective programs. The number of teachers would increase to 1200 from
763 by 2018. But the faculty development program is quite insignificant and brain drain
would make more difficult. On the financial side university has an income of Rs. 1471
Report on Business Plan
Government College University, Faisalabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 26
million during 2012-13 and expenditure Rs. 919 million. The expenditure reflects only
the recurring side and does not include development expenditure. The amount of budget
for 2013-14 has been enhanced by 15% of the previous year budget. Overall the
university has been using the financial resources prudently but expecting increased
amount of funds for budgetary support.
Findings:
i) The number of faculty members with Ph.D degree is 30% which is modest.
The balance between social sciences and sciences (Basic, Pure, Applied) with
Ph.d. faculty is heavily tilted towards the sciences. This policy still continues.
ii) The brain-drain of faculty members and insufficient opportunities for further
training would make the faculty projection quite unrealistic.
iii) The heavy dependence of the university on the government for funds is not
going to be fulfilled.
iv) Faisalabad is the industries hub of the country with enormous commercial and
research opportunities which has not been effectively pursued.
Recommendations:
i) Faculty development program needs to be launched for the purpose training to
obtain Ph.d. degrees. Social sciences and humanities disciplines should have
level playing field to complete for Ph.d. program.
ii) Incentive schemes for the Ph.d. faculty would minimize the brain-drain.
iii) The university would plan to generate resources by launching different
programs, innovative schemes, public-private partnership etc.
Doability:
The University has performed well in maintaining and sustaining financial discipline. The
female enrolment is 46% of the total number which reflects gender balance and
accessibility of education to females. The Ph.D faculty is only 30% and that too mostly in
social sciences. More opportunities are being created by the University for the training of
faculty from its own resources. The University is located in the industrial hub of the
country and would potentially generate increased financial resources as already working
on 55 projects funded by the private sector. The University has an established
infrastructure because it was elevated from the degree College already functioning for the
last more than half century. The overall record of achieving different targets is good. The
University has the capacity to implement the business plan with some modifications by
adding facilities for faculty training to obtain Ph.D degrees.
Report on Business Plan
Government College University, Lahore Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 27
GOVERNMENT COLLEGE UNIVERSITY, LAHORE
Government College University was started in 1867, with 9 students and raised to the
status of the university in 2002. It comprises of two campuses 4 faculties, 20 departments
and offer degrees in 68 disciplines from B.A./B.S to Ph.d. level. The SWOT analysis
reveals that the university reputation and brand name in a big strength to attract talented
students and well qualified faculty. The exceptional research facilities in the selected
academic disciplines includes Physics, Mathematics and Bio-technology. It has affordable
fee structure for students coming from families with average income of middle and lower
middle class. The center for special students is a unique intervention in a general
university. the weaknesses include shortage of senior faculty in social sciences, retention
of faculty and inadequate IT infrastructure. The opportunities consists of
commercialization of research output, strong liaison with reputed international institutions
and large number of institution desirous of affiliation with GCU. The possible threat is
the private sector which offer higher salaries to teachers and political interference in the
college affairs.
The GCU has established ORIC to promote research culture in the institution. The ORIC
is working efficiently and the university extends research grants to scholars to ORIC. The
incentive schemes for researchers includes a cash awards of Rs. 10,000 & Rs. 5000/- for
publication paper in ISI ranked international journal and HEC ranked national journal
respective. A remuneration of Rs. 100,000 is awarded to the faculty member who guide a
Ph.d student to complete his degree program. The university intends to expand the
horizon of doctoral program but there has been no program delineated for faculty
development. Curriculum revision is another weak area of the university. this is manifest
from the serious reservations shown by the student about the quality of the degree
programs. As per the rank order no program was awarded grade ‘A’, only 5% programs got B and 95% of the program were C and D which constitutes satisfactory and
unsatisfactory. This is a serious issue which demands immediate and professional
attention. However the results by which the teachers were evaluated suggest 52%
obtained grade ‘A’ and 38% got ‘B’ and less than 10% got ‘C’.
GCU student enrollment has been 7199 in 2012-13 would be surged to 11594 in 2018
with an average annual increase of 680 students. The publication of papers per year both
at national & international level is 346 based on the average of last ten years. The
linkages and collaboration with foreign universities has performed well in the form of
student & faculty exchange, joint research projects and field visits, internships and job
placement.
Report on Business Plan
Government College University, Lahore Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 28
The total number of faculty members in the university is 420 out of which 146 hold Ph.d.
degrees. In addition there are 37 foreign professors. The ratio of Ph.d. faculty is 34%
which needs to be improved but no faculty development program has been reflected in the
Business plan. Although university has enrolled 470 Ph.d. student but they are neither
their employees nor working for GCU.
However university has performed well in developing linkages and collaboration with 98
foreign universities. On the financial side the total revenues for 2012-13 of GCU has been
Rs. 815.7 million inclusive of government grants of Rs. 531 million and Rs. 284 million
generated by the institution. The savings or surplus is Rs. 72 million. The projection for
income by 2018 is Rs. 1667.5 million and expenditure for the same period would be Rs.
2039.1 million with deficit of Rs. 371.5 million. Ironically the GCU instead of
minimizing the deficit is anticipated a much higher figure.
Findings:
i) Report is not internally consistent in providing information about different
sections. The data varies of the same component on different pages.
ii) Despite the establishment of ORIC the commercialization activities have not
been promoted. Private sector has been perceived as a threat.
iii) Increased student enrollment, opening another campus and enlarging
infrastructure support do not improve the quality of education.
iv) Faculty development program and the quality of degree programs are the
issues which need special attention.
Recommendations:
i) The university research activities and commercialization efforts need to be
reoriented with market demands.
ii) Improve in course contents revision of curriculum and delivery system
demand special focus.
iii) Private sector is a competitor and not threat, and provide professional
challenges which should be accepted and addressed.
iv) Consistency is a key attribute of report writing which should be practiced.
Doability:
This University was also elevated from a College which was established in 1867. Hence
the physical infrastructure and academic traditions have been inherited by the University.
The quality of education as rank ordered by the students have been graded ‘C’ for 95% of its programmes. This is a matter of concern and reflects that curriculum revision has not
been given much importance. However, the record of research publication is good and so
is the collaboration with foreign universities. The most unique feature of this University is
Report on Business Plan
Government College University, Lahore Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 29
that 37 senior professors from foreign universities are working here specially in the field
of mathematical sciences. This in fact reflects the credibility of the institution. The
financial management is prudent and reflects surplus budget. With some modifications
the business plan would be doable.
Report on Business Plan
Hazara University, KPK Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 30
HAZARA UNIVERSITY, KPK
Hazara University Business plans covers the period from 2013-18. One unique feature of
this university is that it has two departments namely Tourism and other is Conservation
Studies which no other university offer these degree programs. The university was
established in 2001 and its 2012 student enrollment is 10327 with male female ratio of
60:40. The teaching faculty constitutes 450 members out of which 100 are Ph.ds mostly
from foreign universities. The number of Ph.d. faculty member would be increased to 250
over the next five years. The average annual output of 30 Ph.ds for five years is an
ambitious target but no impossible. It requires programmatic planning, resources
generation and prudent financial control.
The university has identified its weakness and strengths at the outset of the business plan
through SWOT Analysis methodology. The major threats include political interference in
university management, ever increasing gap between income and expenditure, lack of
coordination among different departments of the university and scarcity of skilled and
professional administrative and support staff. The existing social harmony is a strength
and at the same time there is minimal sectarian violence and terrorism. Terrorism offers
unique opportunity to the university and enrich the university financially and socially.
Curriculum revision and effective delivery system as teaching learning tools are followed
regularly. The projected figures for students enrollment is 20,000 by 2018 which is a huge
number and almost 100% increase from 10327 students. It would be necessary that
physical facilities, necessary infrastructure and well qualified faculty must be in place.
The university as made some successful efforts to create linkages with foreign
universities of repute for faculty training, student exchange program and joint research.
Although no ORIC has yet been established but university endeavours to create linkages
with industry, community and other commercialization activities.
Human Resources Development is the key indicator for quality education but within this
bread category faculty development and research occupy pivotal role. The recruitment
and retention policies are also important. The existing non-Ph.d faculty members
constitutes 350 members. They all need training and it would not be feasible to send all of
them abroad so it is recommended that phased program of faculty training must be
prepared in which these members would be encouraged to enroll in Pakistani universities.
The selected teachers should be given incentives of generous study leave and reduced
work load while studying for Ph.d. degree.
The university has managed finances very well which is manifest from financial
discipline and expenditure control. During 2012-13 university generated Rs. 427.43
Report on Business Plan
Hazara University, KPK Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 31
million from its own resources and obtained grant of Rs. 258.80 million. Hence the total
revenue has been Rs. 685.54 million and total expenditure for the same year was Rs.
627.67 million with surplus budget of Rs. 58 million.
Findings:
i) The political interference in the management of university affairs, appointment,
promotion and placement of faculty & staff is a major hindrance in the
development of university.
ii) The university has done well to generate financial resources and also minimize
the gap between income and expenditure.
iii) The efforts are being made to develop linkages with industry and community
without the establishment of ORIC.
iv) The financial discipline is well maintained through effective measures for
expenditure control. The Business plan mentions surplus budget of Rs. 58
million.
Recommendations:
i) It may not be possible to completely mitigate political interference but it can
be minimized through some training of politicians and the management skills
of vice chancellor.
ii) The financial crunch has to be addressed by launching resources generation
programs. It may include short professional courses in the evening,
consultancy services offered by the university or the use of university facilities
for commercial purposes.
iii) ORIC needs to be established and it would be useful in the promotion of
commercialization efforts of the university.
iv) The maintenance of financial discipline and expenditure control should
continue to be modernized further.
Doability:
The SWOT analysis methodology for future planning is used well. But the projection in
enrolment to 20,000 by 2018 from existing 10327 is unrealistic. It would require qualified
faculty and physical infrastructure. The University is located in a province where law and
order situation is quite serious. Despite that university generated 60% of financial
resources from its own programs which is an indication of prudent management of money
and other resources. As a result it has surplus Budget of Rs.58 million. Although
university is negatively affected by the political interference in the administration matters
but it has managed quite a large body of students with 450 faculty members and 100
holding Ph.D degrees. Hence the performance of the university is a good indicator that its
business plan is doable.
Report on Business Plan
Institute of Business Administration (IBA), Karachi Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 32
INSTITUTE OF BUSINESS ADMINISTRATION (IBA),
KARACHI
The Institute of Business Administration Karachi was established in 1955. The SWOT
analysis of the institute reveals that its key strength is the excellent reputation and brand
image and top quality student intake. Another attribute of the institute is the strong ethical
approach pushing students to hard work with integrity. The closer linkages with industry
is another positive indicator. Generally the IBA is regarded as the best Business School
in the country and it continues to be so for the last many years. However limited
availability of top class faculty and lack of cutting edge research are the weaknesses. In
future perspective the global job market is growing and opportunities would emerge for
industry based research activities. The security situation in Karachi and the depleting
government and foreign aid is required as problem area. The institute generates 81% of its
revenue from its own sources and only 19% is from the state even then the dependency
culture pervades.
From the student perspective there is lack of guidance, mentoring, soft skills and
community services. On the research side, faculty is hardly engaged in research and
providing consultancy services to industry despite good opportunities. Similarly research
publication is indexed and particularly in Impact factor journals is missing. In the human
resources side the lack of Ph.d. faculty is a major challenge. Financial management and
control is performing well but expectations of increased state funding continue to grow.
The institute has a regular and rigorous regime for curriculum revision which is reviewed
every year. The declining trend of student enrollment for the last three years is of
significance. In 2011 the decrease was 9% and in 2012 it was 5%. Although no reason for
this trend is given in the report but one possible cause could be the offering of Business
education degree programs at B.A., M.A, and Ph.d. level in majority of HEIs both in
Public and Private sector. The student enrollment in 2012-13 has been 2218 and then
projection for next year 2014 is 2376 depsite the fact that the enrollment is declining
during last few years. The total number of faculty member are 74 out of which 33 holds
Ph.d. degrees which is about 44%. By the completion of Business plan in 2018 the
number of faculty members would increase to 101 with 48 Ph.d. which would about 50%
faculty with doctorate degrees.
The institute follows an exemplary management of financial control. Its total revenue for
2011-12 was Rs. 1361.5 million of which government both federal & provincial provided
only Rs. 118 million. The expenditure for the same period was Rs. 1432.9 million with
deficit of Rs. 71 million. The institute did not borrow this amount from any Bank or other
financial entity but used it from its own reserve funds. In terms of percentage the institute
Report on Business Plan
Institute of Business Administration (IBA), Karachi Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 33
generated 81% financial resources and government provide 19% funds in a financial year.
The future challenges, which means the next four years or so of business plan, are faculty
development, quality enhancement, linkages with community and industry and resource
generation.
The business plan has mentioned faculty development program but there is no clarity how
to achieve it. However the institute provided opportunities to its faculty to attend 93 short
courses including 35 foreign courses. The business plan provides extensive information
about the degrees, programs, courses grading system etc.
Findings:
i) This 228 page document is more of a student catalogue than a Business Plan.
It could have been better prepared within less than half of its volume.
ii) The faculty development has been highlighted as a problem area but no
specific or comprehensive plan is provided for this purpose.
iii) Similarly research efforts have been considerably lagged behind. Publications
and use of research for industry and community is lacking.
iv) ORIC is not established and it does not find any reference in the Business Plan.
v) The issue of quality has been raised but how to address it is the main question.
Recommendations:
i) The IBA must plan a comprehensive program to train its faculty and also hire
highly qualified faculty with market based salaries. The incentive schemes and
programs should be introduced.
ii) Since the institute has not set any ambitious targets and projections which
means the objectives would be achieved thus the IBA should be encourage to
important its program.
iii) The establishment of ORIC would certainly help to use of the research for
commercialization.
iv) The institute is almost self sufficient and it should continue to generate more
resources through new and innovative programs of training.
Doability:
The institute carries a ‘brand name’ by offering quality education in the discipline of business administration. The financial management is exemplary. The University
generated 81% of the funding from its own resources and this is the only institution
scoring so high on the financial sustainability index. There has been slight decrease of 5%
in students enrolment in 2012. This is because of the availability of many business
schools and business education programmes which have surged in private sector without
Report on Business Plan
Institute of Business Administration (IBA), Karachi Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 34
any regard to quality of education. However, the IBA has not made any compromise on
the excellence of degree programme. This business plan would be doable with some
facilities for the improvement of faculty training.
Report on Business Plan
Institute of Management Sciences, Peshawar Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 35
INSTITUTE OF MANAGEMENT SCIENCES,
PESHAWAR
The visit to Institute of Management Sciences (IM Sciences) Peshawar was undertaken on
May 19, 2014. Meetings were held with different faculty members and some
administrative staff. The institute was established in 1999 with only two programs and
180 students. It has now 2874 students and twenty-one (21) degree programs.
The Institute is one of the small public sector universities and offers courses mainly in
three disciplines which include Management Sciences, Computer Sciences and
Economics. However different specialties of various levels are offered with these courses.
The total number of faculty members is ninety (90). Among them thirty (30) holds Ph.d
degrees mostly from foreign universities of repute. Sixteen (16) faculty members are
abroad enrolled in different universities for Ph.d program and three (3) faculty members
are completing doctoral program from Pakistan. The targets of forty (40) faculty members
to earn doctoral degrees during 2014 would be difficult to achieve. However for 2015 the
projected number has to reach sixty (60) which is even a bigger challenge. This needs
proactive strategy of faculty development by launching generous study leave program,
partial funding for Ph.d. degree and active support and assistance to obtain admission in
foreign universities. The Institute grants study leave with pay and reduction of 50% of
teaching load if the scholar is enrolled in IM Science for doctoral program.
The institute undertook the need analysis through SWOT strategy and identified the
strengths as a small business school with highly qualified and committed faculty. It has
lean organizational structure and tries to capture market leadership and identify potential
for new academic programs. One of the major threats is the law and order situation of
KPK and Peshawar. One key lesson of IM Sciences is that “Small is beautiful” as E.F. Schumacher has written. Hostile environment minimize the job opportunities for
graduates because economic activity is restricted. It has constrained the industrial linkage
because of the insecure and unstable ethnic and political situation.
The Institute is managing the financial resources prudently with the minimum burden on
government but money as usual is always required specially if it is available as
government grant. The budget of the Institute for the year 2011-12 has been Rs. 276
million but Rs. 189 million were generated by the Institute itself which is almost 68% of
the total budget and the remaining amount of Rs. 86 million were provided by the
government.
Report on Business Plan
Institute of Management Sciences, Peshawar Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 36
The Institute is well focused in providing trainings and skills through Human Resources
Development Centre established in 2003. It regularly conducts programs for Training of
Trainers (TTs), Rule of law, Peace Building conferences, Capacity Building of teacher of
IM Sciences. Hence it invests considerable amount in Human Resources. The role of
ORIC is to support and assist in designing researches and prepare faculty members for
various aspects of research activities. It has been making efforts successfully to develop
industry linkage through applied research in economics, computer and management
Sciences. The career development centre guides students for Internships and jobs. The
Entrepreneurship Development Centre works for Sustainable Economic Activities. The
IM Sciences has established strong bases of Institutional development and networking.
The Business incubation center is another such effort. The faculty and students have
benefitted from International donors through exchange visits, scholarship program, and
also financial aid. French government has provided need based Merit Scholarship
program for 4 years from 2012 to 2016 for the amount of 42,640 Euros to the Institute.
Despite Institutionalization efforts and good Human Resource Development Program the
research remains a weak area of IM Sciences. The key reason is that IM Science mostly
focused on teaching because of relatively small number of faculty members. In addition
the political and security situation is not conducive for any big research or economic
focused projects. However the Institute has yet to develop a good research based program.
The innovation and commercialization efforts of the Institute rests within the ambit of
ORIC but it has only tried to develop social linkages with business enterprises.
On the financial accountability score the Institute has done well. Its new and expanding
campus generates about 70% of its income on the recurring side which is good. The
quality of education is another area on which the Institute has priority. The efforts for
faculty development, curriculum revision and market need based courses, attracts
admission in different applied discipline. The Institute provides very conducive
teaching- learning environment. This all reflect that strategic management, planning,
accountability, quality of education and industry linkages are progressing well and
expected to accelerate during the next four years.
Findings:
i) The institute has 33% faculty with Ph.d. degrees. The university has launched
incentive schemes for faculty to improve their qualifications and obtain Ph.d.
degree.
ii) The law and order situation in KPK in general and Peshawar in particular
negatively effect the job opportunities for the graduates of the Institute.
iii) The Institute generated 68% of funds for the budget from its own resources
and 32% is provided by the government.
Report on Business Plan
Institute of Management Sciences, Peshawar Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 37
iv) The linkages with community by offering different short term skill programs
are working well.
v) Research is a weak area of the Institute. The culture of research is still
developing. The institute primarily focus on teaching of different courses &
degree programs.
Recommendations:
i) The Institute should encourage its faculty to benefit from the incentive
schemes to obtain Ph.d. degree.
ii) The institute should further explore linkages with industry through the
effective use of ORIC and launch commercialized program.
iii) Research needs special emphasis by the Institute. It is one of the key quality
indicators.
Doability:
The institute is comparatively small in terms of its enrolment and faculty but quite strong
on the financial management. It generates about 70% of the financial resources and
government contribution is only 30%. The curriculum and the quality of degree courses
are in line with job market hence the graduate of the institute are in great demand in the
market. The incentive scheme introduced for faculty development is a positive effort. The
business plan is good and doable.
Report on Business Plan
Institute of Management Sciences, Peshawar Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 38
LIST OF PARTICIPANT
Institute of Management Sciences, Peshawar
S. No. Name Designation
1. Dr. Muhammad Mohsin Khan Director
2. Dr. Muhammad Ali Joint Director
3. Mr. Iftikhar ul Amin Deputy Director
4. Dr. Fahad Abdullah Coordinator BBA
5. Dr. Saleem Gul Coordinator MBA (Morning)
6. Dr. Atta-ur-Rehman Coordinator B.Sc/M.Sc Economics
7. Dr. Muhammad Nauman Coordinator MS/PhD (Management)
8. Dr. Tamleek Ali Tanveer Coordinator Systems & ERP
9. Dr. Zafar Zaheer Coordinator R&D
10. Mr. Muhammad Azam Farooq Coordinator HRDC
11. Ms. Shandana Shoaib Lecturer
12. Mr. Waqar Ahmad Manager P&D
13. Mr. Shaharyar Khan Grants Manager
14. Mr. Bashrat Hameed Deputy Coordinator QEC
15. Mr. Muhammad Imran Khan Controller Finance
16. Mr. Muhammad Irshad Manager Audit
17. Syed Wajeeh-ul-Hussain Coordinator Establishment
18. Mr. Umair Aziz Siddiqui Assistant Manager (Development & Advancement)
19. Dr. Sarfraz Khawaja Consultant HEC
Report on Business Plan
International Center for Chemical and Biological
Sciences (ICCSB), University of Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 39
INTERNATIONAL CENTER FOR CHEMICAL AND
BIOLOGICAL SCIENCES (ICCSB), UNIVERSITY OF
KARACHI
The International Center for Chemical and Biological Sciences (ICCBS) is a reputed
professional institution. The center is an institution of the university of Karachi and
follow university rules for the introduction of new programs or expansion of existing
programs. But the center has complete university establishment with vice chancellor.
Does it create diarchy? It offer courses and degree programs in all branches of chemistry
and chemical sciences. The center has focused on excellence and training Ph.d. students
and scholars. The SWOT analysis reveals that it is one of the best research Institute in
Islamic world in the field of chemical and biomedical sciences. It has however used lot of
‘superlative’ and ‘adjectives’ such as only one, best, highly, world class etc. The state of the art laboratories is another strength of this organization. The key weakness is brain-
drain because of the precarious law and order situation of Karachi and international
demand of trained faculty in specialized fields. The opportunities it offer has great
attraction and potential of collaboration with pharmaceutical and agrochemical industry.
It has the capacity to sustain financially at post graduates level without government grant.
However the government support would be required not only for development activities
but also for professional support and linkages. The center has published over 4000
research papers in top international journal in one year as reported in the Business plan.
The figure looks like misprint or exaggerated but have kept it like that. How many in
impact fact journals is not mentioned. It has successfully filed 12 US and 12 National
patents. The center is a good example of public-private partnership and properly certified
and well recognized by twenty two international organizations. The enrolled number of
Ph.d. students in 2013 is eighteen and this would be increased to seventy by 2018. The
center has the professional capacity to achieve this target. The number of faculty
members in 2013 were 63 and projection for 2015-16 is 150 which is quite unrealistic.
The center could add only 6 faculty members in one year from 2012-13. There is no
tangible program for faculty development such as who would provide funding. The
institute not need to provide facilitates for Ph.d. studies to its own faculty or some special
incentives as study leave or work load. On the financial side the center generated Rs.
1041 million during 2012-13. There is no mention as how much and where has been
expanded. About 50% of the total income was provided by government grants. The report
mentions Annex ‘C’ for expenditure detail but there is no Annex with the report.
The center has not established ORIC though it has good reputation of innovation and
industrial collaboration. There seems to be some dichotomy with the establishment of the
Report on Business Plan
International Center for Chemical and Biological
Sciences (ICCSB), University of Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 40
center viz-a-viz university of Karachi. There seems to be truncated authority &
responsibility between the center and the university.
The center offer good commercial facilities to generate funds. The space for rent for
corporate dinner & lunch, training & workshops, corporate meetings or to conduct
conference or a seminar are available with numerous options is available.
Another important and innovative step of the center is the establishment of diagnostic
laboratory for highly specialized tests for diagnostic purpose with skilled staff and state of
the art equipment.
In conclusion, ICCBU is a specialized center which offer degree program of M.Phil /
Ph.D. level and training to professionals. There seems to a diarchy in responsibility &
authority between Karachi university and the center. Publication of research papers
numbering 4000 in a year is exaggerated or incorrectly typed. Information is missing
about the number of Ph.d. faculty members as well as the annual expenditure statement.
Business plan mentions the annex A, B & C but there has been no annex attached. The
faculty development program is missing in the report. The center generates 50% of its
revenue with its own efforts. This reflects good planning and system of financial control.
It is recommended that diarchy or any confusion need to be removed. The Ph.d.
enrollment should be enhanced and also admit its own non-Ph.d. faculty. The use of
superlatives and too much adjectives should be avoided is writing such plans and reports.
Annexure, if prepared, should form part of the report. ORIC needs to be established to
further promote commercial activities of the center. The interaction of the center with
community is minimal which should be enhanced.
Findings:
i) The center need highly specialized faculty which is not available.
ii) The commercial facilities for corporate use to generate resources. But use of
research need to be stressed for this purpose.
iii) ORIC not established yet.
iv) The diarchy between the center and university of Karachi.
Recommendations:
i) The center should provide training to Ph.d. students so that faculty
requirements should be met.
ii) Research need to be generated to support commercialization activities.
iii) The interaction with the community need to be strengthen and avoid the
impression of working in Isolation.
Report on Business Plan
International Center for Chemical and Biological
Sciences (ICCSB), University of Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 41
iv) ORIC need to be established.
v) The truncated authority and responsibility between the center and Karachi
University needs to be addressed.
Doability:
The centre is a highly sophisticated institute of higher education with small enrolment. It
has successfully filed 12 USA and 12 national patents. This institute has been recognized
as a Centre of Excellence by 22 international organizations. The government provides
more than 50% of the funds to the centre but it needs to generate resources through
commercial enterprises. It seems that the business plan would be doable because of its
excellence in research but centre needs to enhance enrolment and provide training
facilities for the faculty development. The government has to provide 50% of the funds to
the centre because of its special programme of research and insufficient number of
students. The plan is doable.
Report on Business Plan
International Islamic University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 42
INTERNATIONAL ISLAMIC UNIVERSITY,
ISLAMABAD
The International Islamic University was established in 1980 with only 9 students. In
2013 the university has enrollment of 22000 student including 10,000 female students and
1847 international students. The enrollment target for 2017-18 is 32396 students. IIUI has
two sections one for male and another for female but the quality of facilities are of equal
standard in both sections offering 131 degree programs. At present it has 9 faculties to be
increased to 11 by 2017-18. Similarly 42 departments would be enhanced to 53 by the
completion of this business plan. The Ph.d. faculty members constitute 25% of the
academic staff of 615 in 2013 and this would be increased to 37%. Also funding for
development and recurring activities need Rs. 2599.2 million.
One of the priority areas of the university is the quality of education and take measures to
implement it. The university has laid down and practice three major strategies for this
purpose which includes linking quality improvement with incentives and recognition,
develop self assessment mechanism for all academic programs (prepare self assessment
report for each program) and Monitoring & Evaluation of all courses and teacher for
existing academic programs.
The research is the next focus component. It has not only established ORIC but it is fully
operational and providing strategic directions in research, innovation and
commercialization.
The SWOT analysis has been done very professionally by the university. The strength
identified by this exercise includes a holistic approach with a balance between religious
studies, science and humanities, interdisciplinary learning and teaching and its new
campus emerging as a symbol of Islamic architecture. The weakness constitutes a gap
between student education and job market, lack of integrated use of resources to facilitate
the university’s transformation, aging faculty moving towards retirements and teaching faculty management is needed. The opportunities for IIUI is partnership with industrial
sector, equip university with keen understanding of business trends to create better &
more possibilities for the career path of students, modern citizen mustered with education
both in science and art, multidisciplinary skills, culture creativity and service industry,
and character building of employees. The major threats for the university includes
stereotyped views that IIUI is merely a religious education institution, wrong impression
of conservative culture with insufficient appeal to understanding students and weak
connection with business world and industry. This is thus for the best analysis done the
SWOT exercise.
Report on Business Plan
International Islamic University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 43
The university has already signed 75 MOU with industry for research and consultancy.
The revenue generated by the IIUI for financial year 2011-12 was Rs. 2144.9 million and
the recurring expenditure for the same period was Rs. 2171.9 million with deficit of Rs.
27 million. The financial control is effective however it has the potential to improve and
avoid deficit financing. The university is collaborating with 75 international universities /
institutes / organizations. This includes student exchange, research project, faculty
development and degree programs.
If we talk about the quality aspect on the basis of faculty development and research, the
university needs to make serious efforts. The percentage of faculty with Ph.d. is 25%
which is relatively small but strangely no planning or even emphasis has been given to
the faculty development program except to mention that it would increase to 37% by
2018. This means that faculty development is of little or no significance in this Business
Plan. Second is research. Some future efforts to be made have been indicated but what is
the situation at present with publications, research output or curriculum revision is not
mentioned hence it is difficult to comment on the potential of the university to undertake
research activities. The information about the revenue generation by the university from
its own efforts & resources is not given. Just the tuition fees of 22000 students would be a
sizeable amount. The IIUI has performed in Managing the affairs of the university,
financial accountability is reasonable based on the figures at budget deficit and
enrollment.
It is recommended that IIUI must launch an organized advocacy program or campaign to
remove the stereo type about the university. Another area of focus is faculty development
program. It requires a planned and phased program, financial resources and incentives.
The aging faculty needs to be replaced with properly qualified faculty. The publication of
research and curriculum revision are other key requires which need improvement. There
has been no visible efforts of linkages with industry and community.
Findings:
i) Aging faculty is matter of concern especially when the Ph.d. degree holder are
scarcely available for replacement.
ii) Gap between student education and job market needs to be addressed through
curriculum revision.
iii) Lack of integrated use of resources and generation of commercialized efforts
must be addressed.
iv) Information gaps specially revenue generation by the university need to be
mentioned.
v) Stereotyped views that it is only imparts religious, is conservative and its
degree is not much respected in the open market.
Report on Business Plan
International Islamic University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 44
Recommendations:
i) Launch an advocacy campaign to remove the stereotyped views.
ii) Aging faculty to be replaced but the faculty development program needs to be
strengthened to train Ph.d. students.
iii) Curriculum is necessary keeping in view the requirements for jobs markets to
facilitate students who complete degree programs.
iv) Resources should be utilized efficiently & effectively, avoiding wastage.
Doability:
This is one of the largest University in terms of enrolment of 22000 students with 50%
females. Although it carries a brand name but suffers from a stereo type view that it
imparts only religious education hence it is conservative. The SWOT analysis has been
done very professionally by the University. The financial operation is over Rs.2 billion
per year with effective financial control. But the aging faculty needs to be replaced with
properly trained and qualified teachers. The national and international linkages with over
75 research organizations, industries and teaching institutions have been established. With
provision of enhanced faculty development the business plan is doable against most of the
indicators prescribed in the plan.
Report on Business Plan
Islamia University Bahawalpur Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 45
ISLAMIA UNIVERSITY BAHAWALPUR
Historically a religious university was established as (Jamia Abbasia) in Bahawalpur in
1925. Subsequently it was declared a general university as Islamia University Bahawalpur
in 197. It has 39 teaching departments and offer 130 courses in different disciplines from
BA to Ph.d. level. IUB has 5 constituent colleges and two more campuses, one at Rahim
Yar Khan and other at Bahawalnagar. Both established in 2005.
SWOT analysis reveals that its geographical location adjoining Sindh and Balochistan
Provinces while the university is the Punjab province. Its “Cholistan Institute of Desert Studies” is a unique opportunity which offer degree programs. The IUB offers degree programs in pharmacy, chemistry, engineering, computer sciences, management studies
and many other modern applied disciplines. Thus the stereotype of religious education as
the mainstay is not applicable. University attracts large number of students for admission.
However IUB faces the problem of non-retention of faculty with Ph.d. degree hence the
faculty turnover is high. There is insufficient research and consultancy services in the
university culture and environment. There are opportunities which the university offers. It
has close collaboration with Middle Eastern countries and social linkages with UAE. It
has developed linkages with community and NGOs. The students from rich and well to
do families go to more urbanized universities and the remaining lot is admitted to IUB
hence the quality of intake in average. There are other institutions affiliated with private
universities located in Bahawalpur which attract the students. ORIC has been established
in the IUB and research schemes have been introduced and implemented. Basic research
would be complimented with applied research. The ratio of Ph.d. faculty member is 22%
and their number is 115 out of total faculty members of 510. By the completion of
Business plan the Ph.d. faculty would be 230 and the total faculty strength would be 900.
There would not be much differences of percentage. The IUB generated total revenue
during 2012 was Rs. 1421.9 million including Rs. 632.5 million from government funds.
The expenditure for the same period was Rs. 1345.4 million with savings of Rs. 76.4
million. There is repetition of the some content twice or thrice which can be easily
avoided and volume of Business plan could be reduced. The current university enrollment
is 16788 students would be surged to 24500 despite serious competition with private
sector and other institutions of higher education. During 2012 about 171 research
publications and projected number of publications for 2013 is 200.
The IUB as lagged behind in faculty development program. Neither any specific planning
nor any program has been mentioned how to double the number of Ph.d. faculty in four
years from 115 to 230. The projection is quite unrealistic and somewhat lofty.
Report on Business Plan
Islamia University Bahawalpur Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 46
There has been very little effort to develop linkages with international donors however
the intention to convert the university from traditional institution to corporate entity is
there. The interaction with community is nominal to extent of establishing career
development center. Similarly the curriculum revision and quality assurance is of no
significance in the Business plan. There has been so much repetition in the future plan of
action that pages after pages are reproduced.
Despite the establishment of ORIC there has hardly been any development in
commercialization with industry or market research. The planning and management
aspects as reflected in the business plan are quite weak. There has been no effort or
training program for the purpose of financial control.
Findings:
i) The non-retention of Ph.d. faculty is a problem because the opportunities for
highly qualified manpower and teachers are available.
ii) Research culture has not yet taken roots in the university environment and
same is the situation with consultancy services.
iii) Linkages with industry and any commercialization efforts are lacking.
iv) There has been no program of faculty development properly given in the
Business plan.
Recommendations:
i) Incentives for the retention of Ph.d. and highly skilled faculty need to be
introduced into the university human resource development.
ii) Faculty development and research and two key components of quality
enhancement. Both needs to be effectively planned and efficiently
implemented.
iii) Establishment of ORIC should be capitalized for the purpose of industry
linkages, commercialization and research.
Doability:
The University generated about 65% of the funds for recurring expenditure from its own
resources by adopting prudent financial discipline and saved Rs.76.4 million in a year. Its
“Cholistan Institute of Dessert Studies” is a unique organization which offers degree
programmes and the research opportunities for national and international students. But
22 % of its faculty holds Ph.D degree from the total number of 510 teachers. The
projection to increase the number to 900 by 2018 is unrealistic. There has been no
programme planned for the faculty development for the next five years. If the University
improves its commercialization activities and launch effective faculty development
programme then its business plan would be quite doable.
Report on Business Plan
Khyber Medical University, Peshawar Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 47
KHYBER MEDICAL UNIVERSITY, PESHAWAR
Khyber Medical University (KMU) Peshawar was established in 2007 with its
jurisdiction over the entire province of KPK covering Medical education both in Public
and Private Sectors. The Medical and Dental colleges would be affiliated with KMU and
it would be the examining body. In addition the specific role of the university would be to
promote basic Medical Sciences by offering M.Phil and Ph.d programs.
The university has done SWOT analysis which clearly demonstrates that there would be
two key inputs required for KMU. The first one is the Ph.d qualified faculty in the subject
of Basic Medical Sciences and undertake intensive research program. Secondly it would
need university building because at present it is housed temporarily in Khyber Girls
Medical College, Hyatabad. At present university & its affiliated colleges offer 15 degree
and certificate programs. But this number would be doubled in 2017 with 13 disciplines
would offer Ph.d degrees. The student enrollment at undergraduate level in 2013 is 936
students and would increase to 2890 at the completion of Business plan. Similarly the
graduate enrollment is 475 and would enhance to 1690 by 2017.
The major challenge is to hire regular senior teaching faculty specially professors (6)
Associate professors (8) and would need 14 professors and 26 associate professors. The
university has developed some linkages with very few universities. The university intends
to enhance collaborative research with Pharmaceutical Industry. It appears that university
has expended its scope to offer Ph.d. degrees in Basic Medical, Medical Sciences without
the availability of properly qualified and senior faculty members. The main function of
the university seem to be giving accreditation of different medical colleges of the
province including Tribal Areas and also monitor and improve the quality of Medical
Education.
The university has to make concrete efforts to ensure that affiliated college hire properly
qualified faculty in phased manner over the next five years. At present research and
consultancy are weaker areas of the university. The laboratories are not properly equipped
hence the opportunity for research is quite limited.
The university intends to establish four new KMU institutes including Pharmacy, medical
technology, herbal medicine, and institute of Basic Medical Sciences. The KMU as an
institute has made a modest but determined beginning and generated Rs. 144.60 million
during 2012-13 and obtained Federal government grant of Rs. 110.50 million. Hence the
total revenue for the year has been Rs. 387.85 million but the expenditure for the same
year was Rs. 473.633 million with deficit of Rs. 85.77 million.
Report on Business Plan
Khyber Medical University, Peshawar Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 48
This financial sustainability would be the key area of focus during Business plan till 2017.
One encouraging feature is that the KMU has earned profit of Rs. 22.276 million from
investment of current assets. The KMU has no plan for faculty development as well as the
research and commercialization activities through ORIC.
Findings:
i) The university needs proper and purpose built building because it is based at
present is the Khyber Girls Medical College.
ii) There is a serious dearth of Ph.d. faculty in Basic Medical Sciences not only to
teach but also to undertake research.
iii) Regular teaching faculty positions have not been filled. It affects the overall
performance of the university.
iv) The management and coordination role of the university is very important
because it has to oversee and to maintain quality control of all the medical
colleges, both public and private in KPK.
Recommendations:
i) The government must provide development funds for the purchase of land and
construction of building for the university.
ii) The teaching faculty in Basic Medical Sciences should either be trained or
hired from the open market.
iii) The vacant positions specially of the teaching faculty should be filled soon.
iv) The quality control of all the Medical colleges and Medical education
standards has to be properly monitored.
Doability:
The university is the custodian of medical education of the province. Its enrolment is
comparatively small because it offers degree programs only in basic Health sciences
mostly at Ph.d. level. By the same taken its faculty is small but it is deficient of qualified
professors in basic sciences. The university does not have its own building. In view of the
situation and problems the Business plan is not doable unless the massive efforts are
made to generate funds for construction of building and employ qualified faculty.
Report on Business Plan
Kohat University of Science and Technology Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 49
KOHAT UNIVERSITY OF SCIENCE AND
TECHNOLOGY
The visit to Kohat University of Science and Technology (KUST) was undertaken on
May 20, 2014. The University is located about nine kilometers outside the municipal
limits of Kohat City and carries an enrollment of 4000 students during 2012-13. About
1280 students graduated last years from different discipline obtained degrees of
B.A./B.Sc., M.A./M.Sc., M.Phil and Ph.d. The university campus is constructed in the
natural surroundings of mountains and some rugged terrain. Construction is attractive but
University is working in an uneven socio-political environment because of security
situation and overall law and order condition of KPK and other parts of the country. The
KUST was established in 2001 and working under government of KPK University Act of
2012.
Despite challenging setting and difficult Situation University is trying to operate regularly
and effectively with ninety (90) faculty members. Thirty-two (32) faculty members hold
Ph.d. degrees and twenty-seven (27) of them are working on Tenure Track System (TTS).
In addition twenty-six (26) teachers are already enrolled in doctoral program most of
them abroad and few in local universities. KUST encourages granting study leave for
faculty development and also launched a KUST incentive program for all employees
including faculty members. The employees in BS-1 to 16 get 30% extra pay under this
scheme and similarly BS 17, 18, 19, 20 and 21 gets Rupees 5000, 10000, 12000, 15000
and 18000/- respectively every month.
There are three main faculties which include Social Sciences, Biological Sciences and
Physical and Numerical Sciences. In addition there is a center of Religious studies. There
are sixteen major departments within these faculties and offer fifty-nine (59) degree
program. Under faculty development KUST has launched continuing education program
for faculty members in different disciplines. The University Business Plan 2013-17 has
set priorities for expansion. However the efforts made through the SWOT analysis for
need identification of strong and weak areas is not done professionally. The key strength
as mentioned in its business plan is 40% foreign qualified faculty members. But the
linkage of this faculty with industry and applied research is missing. The opportunity of
pharmaceutical collaboration with herbal industry has not yet been properly followed and
developed. The challenge for KUST is to utilize whatever opportunities arise in the
different situations for the development and innovation of the university. The ongoing
efforts and future programs of five years should be planned strategically to reflect
dedication and commitment of all the stakeholders of KUST.
Report on Business Plan
Kohat University of Science and Technology Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 50
The university published 177 research papers in 2012-13 and some in Impact factor
journals from discipline of physical, natural and mathematical sciences. The social
science remains a week research area as well as publication record. ORIC has been
established but it needs planned and sustained commercial activities with industry to
make KUST financially sustainable. The money is shrinking in the public sector hence
efficient and accountable system of management would stand the test time. ORIC has to
play useful role and develop linkages with industry. This is understandable that the
industrial development is very limited in Kohat these days however KUST has to make
linkages and business relations with mineral production, gypsum, cement industry and
recently development coal industry.
The KUST makes efforts to foster linkages with community and develop closer
relationship of higher education with them. The short training programs of interfaith
harmony, improving computer and English language skills of Madrassa teachers,
workshop on gender issues, human rights and college teachers are conducted as and when
the university faculty found time and resources to do these activities.
KUST has been trying to demonstrate prudence in managing finances and maintain good
financial discipline. During the current financial year university obtained government
grant of Rs. 324 million and generated Rs. 156 million through different service charges
and tuition fees. The total revenue was Rs. 483 million and total expenditure has been
Rs. 444 million with saving of Rs. 36 million. KUST not only deserves but definitely
need more financial resources because it is working in very difficult situation and conflict
ridden geographical proximity. The faculty and staff would most likely provide dedicated
leadership so that university becomes academically strong and financially viable.
The documentation, visit to KUST, meeting with faculty and staff demonstrates that the
university Business Plan reflects commitment. The government and donors (local and
international) should be generous financially to KUST and must appreciate that holding
the fort in such a difficult situation is a challenge but what is premium is that challenges
have been taken as an opportunity by the 4000 boys and girls enrolled in the KUST.
Findings:
i) SWOT analysis has not been done professionally hence the components
related to opportunities and threats are not properly identified.
ii) Despite more than 40% of faculty with Ph d degrees the research has not
gained priority in the university.
iii) The linkages with industry and opportunities to commercialize university
facilities / products are missing.
Report on Business Plan
Kohat University of Science and Technology Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 51
iv) Although the KUST has maintained financial discipline well through
resources generation and expenditure control but it needs to generate more
funds for faculty development, research and incentive scheme.
Recommendations:
i) ORIC has been established but it needs to play an active role. It is not properly
operational with only junior staff appointed to manage it.
ii) KUST needs to do SWOT analysis with the help of some expert so that the
outcome would be useful for university development.
iii) The opportunities with Pharmaceutical industry and herbal medicine need to
be expressed and developed.
iv) The KUST is working in an extremely difficult situation because of insecurity
hence it should be encouraged and supported by federal and provincial
governments both financially and morally.
Doability:
The university is located in one of the most threatened geographical area where security
situation is quite serious. Despite the fact university operates reasonably well with an
enrolment of 4000 students. Since the people are reluctant to work for the university
including faculty members hence the university gives 30% additional pay as an incentive
to the employees and faculty members. About 40% of the faculty hold Ph.D. degrees. The
university has maintained the financial control well with financial prudency and a
savings/surplus budget of Rs.33 million in a year. With provincial and federal support the
KUST Business plan is doable and the university performance supports this observation.
Report on Business Plan
Kohat University of Science and Technology Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 52
LIST OF PARTICIPANT
Kohat University of Science and Technology
S. No. Name Designation
1. Prof. Dr. Nasir Jamal Khattak VC, KUST
2. Prof. Dr. Fida Younas Khattak Dean, Faculty of Science
3. Prof. Dr. Shafiq-ur-Rahman Dean, Faculty of Biological Sciences
4. Dr. Abdullah Registrar
5. Mr. Mohammad Zakir Director P&D
6. Mr. Azad Khan Khattak Director Academics
7. Mr. Mohammad Zafar Khan Director Finance
8. Mr. Nadar Sarfaraz Assistant Director P&D
9. Ms. Yasmeen Assistant Director QEC
10. Dr. Sarfraz Khawaja Consultant HEC
Report on Business Plan
Lahore College for Women University Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 53
LAHORE COLLEGE FOR WOMEN UNIVERSITY
The Lahore College for Women was granted the university status in 2002. The student
enrollment in 2013 has been 7202 and it offers 80 degree programs constituting 39
graduate, 25 post graduate and 16 at doctoral level. The full time faculty strength is 276
including 100 Ph.Ds which is about 36 percent of the teaching members. However 50
faculty members are pursuing Ph.d. degree in Pakistan and abroad. The university has
four faculties and four institutes which constitutes of Forty One Departments.
The university undertook the SWOT analysis and reveals its strengths as offering degree
programs in the subject of pharmacy, electrical engineering, computer sciences and has
obtained ISO certification for these programs. The university has established daycare
center for working faculty and a career counseling and job placement center (CCJP) for
graduating students. The two major weaknesses are that the curriculum needs upgrading
and shortage / non-availability of experienced and qualified faculty. The university has
great opportunity as a brand name to grow in enrollment, research, resources generation,
industry linkages, community support and programs consolidation. The major threat has
been the financial uncertainty and the non-availability of properly qualified and
experienced faculty. These are some of the core areas which the business plan intends to
address.
Curriculum revision and modernization has been a weak area in the higher education
setup in Pakistan. This university is no exception to that. However some routine efforts
are made on the recommendations of the Board of studies. How much changes have
actually been introduced need to be evaluated. Curriculum revision also demands
upgrading of delivery system. About the introduction of new programs the university has
planned realistically as two programs at graduate and 5 doctoral programs would be
introduced. Similarly 12 new Ph.d. scholars would be enrolled by 2018 for doctoral
degrees hence to raise the total number to 258. The projected student population would
surge to 8909 which need properly qualified faculty. The university has developed
strategies and program for student development and providing opportunities for
leadership, decision making, jobs, promotion of different societies & clubs etc.
The establishment of ORIC in June 2012 is providing strategic and operational support
for undertaking and promoting research activities and programs. The innovative strategies
to bridge the gap between the economic needs / economy and research has been adopted
in energy sector, industrial quality production, better crop yield, primary health care and
other sectors. The university is making professional use of ORIC and benefitting properly.
It generated revenue of Rs. 7 million in one year through ORIC.
Report on Business Plan
Lahore College for Women University Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 54
In the context of financial sustainability the university generates 43% of funds from its
own resources, 40% from HEC and 17% from the provincial governments. The two
pronged strategy has been adopted through ORIC which includes i) Marketing of Services
and Products ii) Commercialization of its infrastructure facilities.
The university has performed quite well in developing linkages with community. The key
programs include Rehabilitation of mentally retarded, Solid waste management campaign,
Women and children rights, Water purification, Drug abuse elimination, Awareness about
unhygienic food, Welfare work for orphan children, adult learning and environment
education. None of the other universities in the public sector has such multi-dimensional
community initiatives.
In the context of quality education the performance of the university needs serious efforts.
There has been no information provided in the Business plan about the number of
research publications. Similarly the curriculum is weak area and no initiative is reflected
in the report. The university intends to enroll substantial number of Ph.d. scholars by
2018 but how many would obtain doctoral degree and what percentage would serve the
university is a big question?. Incentive schemes for faculty development need to be
introduced and promoted for the purpose of advance training. The Quality Enhancement
Cell is in the process of establishment and expected to perform well like ORIC.
On the financial side the university during 2012-13 generated Rs. 949.69 million and
expenditure for the same financial year has been Rs. 940.18 million with surplus budget
of Rs. 9.51 million. It reflects good expenditure control and financial management.
Findings:
i) The business plan does not provide information about research publications.
How much is the yearly output and what percentage / number is published in
impact factor journals.
ii) Modernization of curriculum needs some serious efforts and plan. This has to
be followed by the text books and reading material and then short but focused
training is required for teachers.
iii) Non availability of qualified faculty is a challenge but it looks unusual and
serious when the university is located in a city of Lahore known for Education.
iv) The issue of financial constraint rather financial sustainability has been
highlighted but without suggesting any specific plan.
v) The university has made very good use of ORIC professionally and the
relationship with community is well deserved achievement.
Report on Business Plan
Lahore College for Women University Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 55
Recommendations:
i) The information about research publications need to be provided as it is
important as a quality indicator.
ii) Curriculum revision is another quality indicator which needs to be pursued for
improvement.
iii) There are two options to get qualified faculty. One is to train the existing
young faculty to obtain doctoral degree from the LCWU and give incentive of
study leave, decreased work load etc. Second is to hire from the market with
doctoral degrees. Depending on the financial situation of the university, the
decision can thus be made.
iv) Diversified opportunities need to be identified to generate resources. The long
term investment by the university can ensure financial sustainability.
Doability:
The university carries a brand name in the province of Punjab. It has performed quite well
on certain indicators which include the establishment and use of ORIC, welfare of the
community and community support services and enrolment of faculty in doctoral degree
programs. The finances are reasonably managed and generate 43% resources through its
own programs/activities. But the research publication record is a weak area. Overall the
university has the capacity to implement the Business plan hence it is doable.
Report on Business Plan
Mehran University of Engineering and Technology,
Jamshoro, Sindh
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 56
MEHRAN UNIVERSITY OF ENGINEERING AND
TECHNOLOGY, JAMSHORO, SINDH
Mehran University of Engineering and Technology was established in 1977. The
university undertook SWOT analysis which reveals its major strength as Ph.d. faculty in
core areas and offer some unique programs as MS in Technology & Innovation Policy,
Innovation Management and Human Resources Development. But MUET has not
developed any consultancy culture despite its claim of innovative courses. The major
threat is the risk of losing trained faculty members and find other jobs. It seems that the
SWOT has been done in non-professional way.
The university has four faculties and 24 departments. Six new disciplines will be added to
other degree programs during the next five years. The international linkages have been
established with twenty seven international universities / institutes and to start dual degree
programs with them. A public relation office has been established but university is not
commercializing its activities. In addition to BS, MS, M.Phil, Ph.d. programs university
need to plan and start in service training programs of engineering skill development and
innovation policies. However expansion of undergraduate and Master programs is
planned. The number of foreign students have declined from 47 to 18 during the last four
years mainly due to the uncertain law and order situation. The projected student intake
would be 2250 in 2018 from 2000 in 2013. No serious efforts are visible to promote
research and consultancy culture in the university. The information is lacking about the
publication of research papers per year and similarly commercialization activities are
negligible. The student population would be 11000 in 2018 from 10200 at present. The
total number of faculty members is 450 as calculated from different figures given in the
Business Plan. Out of which 100 faculty members hold Ph.d. degrees in 2013. This is 22%
which needs to be improved. The total revenue generation was Rs. 137.1 million and
expenditure was Rs. 144.8 million with budget deficit of Rs. 2.9 million in 2012-13. The
MUET is deficient in providing basic information about faculty, research, faculty
development program and quality improvement efforts. The business plan does not
mention anything about the ORIC which means it has not been established. There is
general lack of clarity and missing information in the plan. The projections are either
missing or not linking with the university activities. There is no reason mentioned why
research and development is missing in the plan. Similarly faculty development program
does not exist in the plan. How the need for trained faculty would be met?
It seems that the Business Plan has been prepared as a casual exercise without putting
necessary efforts in making projections, how to implement these programs and what
would be the arrangements for resources availability. The planning aspect of the Business
Report on Business Plan
Mehran University of Engineering and Technology,
Jamshoro, Sindh
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 57
Plan is visibly weak. There is lack of clarity of this whole exercise and what are the
objectives.
The quality of education of MUET if measured against the indicators of faculty
development is quite weak. There is hardly any information provided in the report about
this aspect. ORIC efficacy is closely linked to research and commercialization. If there
are no products to sell it would be difficult to go for commercialization efforts. Similarly
innovation requires intense research efforts. It is very difficult to assess the present or the
future potential of the university to address the issues of Quality, Marketing, Management,
Planning and Research.
It is recommended to revise the business plan and make it planning document for the next
five years. Even SWOT analysis needs another effort to be clear about the need
assessment. Both planning and management aspects should be demonstrated by the
performance of the MUET during the last few years and indicate the future plan
accordingly.
Findings:
i) Business plan has been prepared as casual activity without understanding its
need.
ii) SWOT analysis is quite weak. Whatever little it defined as weaknesses /
threats no effort have made to address them.
iii) Research & consultancy has been of no significance as per the report.
iv) Neither ORIC is established nor commercialization activities are found.
Recommendations:
i) Business plan is needed to be revised and make it planning and operational
document.
ii) In the revision SWOT should be properly focused. Identified areas should then
be addressed in business plan.
iii) The major information gaps about Research, faculty development, quality
improvement, ORIC need to be addressed.
Doability:
The SWOT analysis has been done non-professionally. The Ph.D faculty is only 22%.
The chapter about research and development is not given in the plan. The establishment
of ORIC has no priority. The overall impression of the business plan in most of the
components is very weak and it has been prepared to complete a formality. The business
plan does not reflect the strength of doability against the indicators set-forth in the
Report on Business Plan
Mehran University of Engineering and Technology,
Jamshoro, Sindh
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 58
business plan. The research and quality improvement are weak areas, hence need
professional and financial support. The business plan in its present form is not doable
unless improved massively.
Report on Business Plan
National Centre of Excellence in Geology University
of Peshawar
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 59
NATIONAL CENTRE OF EXCELLENCE IN GEOLOGY
UNIVERSITY OF PESHAWAR
The National Centre of Excellence in Geology (NCEG), Peshawar University was
established in Pakistan in 1974 to impart education and undertake research activities in
the field of Earth and Environmental Science. It offers degree programs of
MS/MPhil/Ph.d in the disciplines of Geology and Earth Sciences and also offer post
graduate Diplomas. It is one of the centres of excellence in the country. Its reputed and
several students have won several prestigious National and International awards in
research and development. It consists of qualified faculty members including 14 Ph.ds
and it has several functional laboratories. It has an impressive record of 700 published
research papers and 8 books to its credit since its establishment. The SWOT analysis
suggests that research is a strong area of centre and covers most of the sub-disciplines of
Earth Sciences. The centre still works under the overall control of Peshawar University.
Due to the uncertain security environment the field research has suffered the most.
The centre started separate degree programs (Ph.d, M.Phil, MS) in four disciplines
namely Geology, Geophysics, Environmental Geosciences and Geospatial Sciences. The
focus of these programs is to strengthen the course of studies for doctoral degree.
During the 2012 enrollment has reached to 153 students and projected to be increased to
303 students by 2017-18 which does not warranty a separate degree awarding centre with
huge administrative structure.
The office of ORIC has been recently established without undertaking any substantive
activity. With such a small number of students and few degree programs the expectation
from ORIC to develop commercial links with industry is not realistic. The applied
research is hardly done in the centre.
There have been minimal linkages with Industry and negligible commercial activity.
Hence the financial sustainability remains the major area of concern. The centre has
offered split Ph.d programs with other national and international universities. However
these strategic linkages are working at elementary stage.
The centre has been planning to enhance infrastructure facilities but the main source of
funding would come from PSDP. The development grant would be given to Peshawar
university and then the money thus available be distributed to different centres,
departments and institutes according to the priorities laid down by the university.
Report on Business Plan
National Centre of Excellence in Geology University
of Peshawar
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 60
The centre intends to develop the capacity of Academic staff the number of which is 39
during 2012 and would be enhanced to 55 by 2017. How that would be possible without
necessary funding, lack of human resources and small numbers of Ph.d programs. There
are 14 Ph.d faculty members in 2012 to be increased to 32 by 2017-18. Though the task is
gigantic but not formidable only if strategic planning, faculty and human development
and accountability in financial control is rigorously practiced.
The total revenue of the centre generated by own resources and government grant in
2012-13 was Rs. 51.42 million whereas the total expenditure is Rs. 54.14 million during
the same period with budget deficit of Rs. 2.71 million. The expected development grant
for the centre was Rs. 0.7 million for 2012-13 but no amount has been allocated yet.
Findings:
i) The center has done SWOT analysis in a casual way which does not bring out
the different areas of strengths & weaknesses.
ii) The linkages with industry are negligible although the ORIC is functional. It is
probably because of the lack of product (research & other facilities).
iii) The budget of the Center indicate deficit because the number of students is
small (153 students) hence there is very little amount collected from the Fees
and other charges.
iv) The International and National linkages with teaching and research institutions
have lagged behind.
Recommendations:
i) The center has to work pro-actively because its products (especially research
in earth quake prone areas, Disaster management) are in great demand in
Pakistan and abroad.
ii) The focus of research needs to be directed towards applied research in view of
needs of clientele.
iii) The efforts on curriculum revision and modernization need to be accelerated
along with provision of training for faculty.
iv) The Center needs to enhance community linkages by offering awareness
seminars, information about Disaster Management etc.
Doability:
It is a specialized center providing highly sophisticated knowledge in earth sciences. This
is the only center of its nature in the country to offer courses and undertake research in
Earthquake and Disaster Management. It has total number of 153 students enrolled in
different programs with small faculty out of which 14 holds Ph.d. degrees. The center
Report on Business Plan
National Centre of Excellence in Geology University
of Peshawar
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 61
published 8 books & 700 papers since 1974. The recurring expenditure was Rs. 54
million in 2013 with budget deficit of Rs. 0.7 million. With limited capacity of resources
generation and financial management the center cannot implement Business plan as a
standalone activity. It needs massive support for the doability.
Report on Business Plan
National University of Science & Technology
(NUST), Islamabad
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 62
NATIONAL UNIVERSITY OF SCIENCE &
TECHNOLOGY (NUST), ISLAMABAD
National University of Science and Technology (NUST) Islamabad consists of 22
colleges, schools, institutes and centers. It offers 26 undergraduate and 50 postgraduate
programs in Engineering, Information Technology, Medical Sciences, Arts & Design and
Management. In addition to juxtapose MTDF HEC-II objectives it has also adjoins to
realize the Vision 2015. The six constituent colleges are located in Rawalpindi (3),
Risalpur (2) and Karachi (1). The NUST Business plan dominates the impression of
academic excellence and combination of quality education and internationally trained and
recognized faculty. This is manifest from the multidisciplinary full time faculty with 418
Ph.d holders as teachers and researchers. There are 110 faculty members working on
Tenure Track System. The student enrollment in 2012 was 11930 which is projected to
increase 15206 by 2017. The commercialization of applied research and promotion of
entrepreneurship is properly promoted and professionally managed by the well
established ORIC.
Despite all these strengths there are certain weaknesses which have come to surface
through SWOT analysis. The job opportunities for NUST graduate are very limited
because university has new and modern technical disciplines but the application of these
subject are limited. But future looks promising as engine of economic growth would
likely to accelerate its pace for industrial development. The security situation of the
county is still uncertain hence the demand of Pakistani graduates in international markets
have become static. The inadequate linkages with industry of the NUST faculty and
graduates need pro-active planning.
The university has prepared a very ambitious long term plan spread over three phases
from 2013-22. This is basically development planning outfit where the huge amount of
resources amounting to Rs. 22958.68 million would be required from PSDP. This does
not strictly fall into the Business Plan Matrix because its primary focus is on
infrastructure development. However a note of caution for the university is that NUST
should plan major resources generation rather than depending on the government.
Though the economic growth rate in Pakistan is dwindling between 3% to 4% per annum
but country’s service sector provides 53% share to its GDP. Hence the NUST need to plan community oriented need based training and degree programs. In this context
university has planned 12 new undergraduate program by 2017.
Report on Business Plan
National University of Science & Technology
(NUST), Islamabad
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 63
ORIC has become a well established entity and generated about Rs. 88 million during
2012 from sponsored research and consultancy. The university has excelled in research
publication and during 2012 it published 470 papers as compared to 419 during 2011.
During 2012, 432 papers were published in Impact factor journals. This has been an
impressive research record.
Since the university has demonstrated an impressive record of faculty development hence
its focus has been on the right direction in this regard. However the university encourages
its non-Ph.d. faculty members to enroll for doctoral program in different departments of
the university. There are still 89 faculty members enrolled in different universities of
advanced countries. This shows that university has planned well for faculty development
program. It has launched special financial packages to retain its well qualified teaching
and non-teaching staff.
The budget of the university for the year 2012-13 have exceeded Rs. 3.50 billion where as
the revenue collected has been Rs. 1.66 billion. If the figures are correct the budget deficit
would be Rs. 1.84 billion in one year. The business plan does not suggest any remedy or
mitigation strategy to balance the budget.
Findings:
i) The job opportunities for NUST graduates are quite limited because university
courses offered are most modern and technical. But the application of these
subjects is very limited in industry in Pakistan.
ii) Despite highly qualified faculty in large numbers and sophisticated research
programs the linkages with industry is lacking. The potential for this activity is
available.
iii) The NUST has given a very ambitious long term plan for which huge amount
of money for the development of Infrastructure is required. The university
cannot depend on government to get such an amount.
iv) In the context of financial sustainability the university needs to do serious
thinking. It operates a budget which is in billions (Rs. 3.50 billion) but
generate Rs. 1.66 billion from all sources which is even less than fifty percent
of the total budget.
Recommendations:
i) The courses for degree programs need to be rationalized with the demand of
the job market.
ii) Linkages with industry need to be developed aggressively and regularly to
generate resources.
Report on Business Plan
National University of Science & Technology
(NUST), Islamabad
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 64
iii) The university may need to consider the provision of extension services
outside the university. It would expand the horizon and generate resources.
iv) The focus on applied research would be useful for purpose of
commercialization.
Doability:
Although the Business plan reveals a very ambitious program both for development and
non-development activities but its capacity to perform well in the past is impressive. Its
operation in budgetary terms is massive which is over Rs. 3 billion in a year. There is
budget deficit but its excellence is demonstrated by offering variety of degree programs
from BS to Ph.d. level carries high reputation and employability in general. The Business
plan is doable both in terms of past performance and existing capacity.
Report on Business Plan
NED University of Engineering & Technology,
Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 65
NED UNIVERSITY OF ENGINEERING &
TECHNOLOGY, KARACHI
NED University of Engineering and Technology, Karachi was established in 1923 with
student enrollment of fifty only. Now the student population has surged to 8600 in 2013
for both undergraduate and post graduate programs. It has six faculties including civil
engineering and architecture, mechanical and manufacturing, electrical and computer,
information sciences and humanities, chemical and process, biomedical engineering and
twenty two disciplines. It offer courses at the level of B.S. M.Sc, and Ph.d. in twenty two
disciplines and keep on adding new courses in modern and emerging disciplines.
The university has developed a regular system of curriculum revision. It gives importance
to the outcome of peer reviews and use feed back in revising and developing curriculum
and courses.
The performance analysis and need assessment was done through SWOT analysis. The
reputation of the university is a strength and this is based on the quality of output. The
university programs have been managed professionally but finding high class faculty and
retain it is a big challenge. It has become almost a threat. The dwindling financial
resources and reduction of government grants to the university has become a challenge.
The university has developed linkages with sixteen international universities and six
reputed national organizations.
The university has made some reasonable efforts to promote research and encourage
research publications. The total number of publications during 2013 was three hundred
and twenty two. Out of which 55 were published in international journals. However there
is no information regarding the publication in impact factor journals.
The key indicators for quality education are faculty development program and research.
The total number of faculty members in 2013 are 445 inclusive of all levels and
disciplines. But only 86 are holding Ph.d. degrees which is only 19%. It reflects that the
NED university has not given proper attention to the planning of faculty development
program. However the projected figure of Ph.d. holder faculty members would increase to
23% by the end 2017-18 which is not significant. The university needs to plan faculty
development program, manage and generate resources have serious constraints. There are
several universities within Pakistan which offer this opportunity. The NED university
should give incentives to the faculty members who are keen to pursue Ph.d. degree. The
generous study leave, reduce work load, no deduction in salaries etc. are some of the
incentives need to be given by the university. It can be concluded that university
immediately need to give serious attention to the faculty development program.
Report on Business Plan
NED University of Engineering & Technology,
Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 66
The other indicator is research which has also been lagged behind to certain extent. One
reason could be the lack of importance of research but second is that ORIC has not been
established. There is actually no information about ORIC hence the research, innovation
and commercialization has not been properly and professionally followed. The business
plan does not mention any provision for the establishment of such an office.
On the financial side during 2012-13. The university generated revenue of 1.34 billion
rupees but the expenditure was 1.57 billion rupees hence there is deficit of Rs. 236
million. The university to generate resources, through commercialization of its applied
research output. This would develop linkages with industry, earn money and promote
research. In this context the role of ORIC could be critical if is established and managed
successfully.
It can be concluded that the university has lagged in strategic management and planning.
The use of funds, however, has been reasonably maintained. There is need to promote
research, develop and plan for faculty development and generate resources rather than
depending further on government funds.
Findings:
i) University is working in somewhat isolation and have not explored the
commercial opportunities with industry.
ii) Dependence of government funding is a constraint in generating financial
resources.
iii) ORIC has not been established.
iv) Despite deficit of Rs. 236 million, university has managed financial control
well.
Recommendations:
i) Linkages, joint research projects and commercial opportunities with industry
need to be implemented.
ii) University need to focus more resource generation than depending on
government.
iii) ORIC should soon be established for the purpose of commercial activities.
iv) Highly technical and professional faculty is available to the university and can
well be engaged commercial enterprises of Karachi.
Report on Business Plan
NED University of Engineering & Technology,
Karachi
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 67
Doability:
The university has only 19% faculty with Ph.D. degrees out of 445. But no specific plan
has been identified for faculty development. The Business plan does not provide
information about the number of publication every year but it seems that research is not a
strong area. Although university operates big budget of Rs.1.57 billion but it has deficit of
Rs.236 million. The university has not established ORIC and no plan has been indicated
in this direction. The Business plan would be doable after certain modifications and
improvement as recommended in the report.
Report on Business Plan
Pakistan Institute of Engineering and Applied
Sciences (PIEAS)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 68
PAKISTAN INSTITUTE OF ENGINEERING AND
APPLIED SCIENCES (PIEAS)
The Pakistan Institute of Engineering and Applied Sciences (PIEAS) was established in
1997 at Islamabad and granted the status of degree awarding Institute in 2000. It is a
highly specialized Institute offering most sophisticated and highly technical program in
Nuclear technology, nuclear medicine, system engineering etc. It cannot be compared
with other universities because of its highly specialized and technical nature. The institute
has only two faculties of Engineering and Applied Sciences spread over nine departments.
It provides 100 percent scholarship to every student accepted for degree program hence
the competition and merit is very high.
The institute has done SWOT analysis which reveals that 75% of its faculty hold Ph.d.
degrees and 100 Ph.d. scholars are pursuing to obtain doctoral degree. The major strength
of the institute is its specialized and unique academic programs in Radiation and Medical
Oncology, Process of Engineering and Medical Physics which is only possible with high-
tech research laboratories and specially trained faculty in all such areas. The
employability of graduate of this institute is 100%. The major weakness revealed in the
SWOT analysis is its small enrollment because every student has to be paid scholarship to
obtain the degree which means university needs lot of financial resources. The service
rules for hiring the faculty are different and stringent hence fresh faculty hiring is quite
difficult.
The opportunities or future prospects of the university is linked with increased
collaboration and linkage with foreign and national universities. This would provide
extended faculties for commercial activities.
The institute offers degrees of BS to Ph.d. in these specialized fields and has to maintain
the quality of education. Hence the Curriculum revision, Methods of delivery and Faculty
Development are the key areas of focus of the institute. If has done quite well in the
domain of faculty development and delivery methods. However the efforts regarding
Curriculum Modernization and revision have not been properly documented.
In 2013 the undergraduate enrollment of student was 378 and the projection for 2018 is
690. In the postgraduate program the present enrollment is 455 which would be increased
to 650 by the completion of business plan. All the 650 students would be offered
scholarships. With small enrollment and scholarship offered to all students make this
institute capital intensive in the context of development. For the faculty development
program Institute would train 50 students to obtain doctoral degree in addition of its
Report on Business Plan
Pakistan Institute of Engineering and Applied
Sciences (PIEAS)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 69
existing enrollment of 100 Ph.d. students. Most of these would be trained by the Institute
hence the cost of training would be moderate as against foreign degree programs.
Another area of focus of the Institute is research. It has published 100 research papers in
2013. The institute has established ORIC which is progressing well and manages the
university research program by providing support to the researchers and also developed
linkages with International community. ORIC is also supporting research through
diversification of funding and providing an opportunity for faculty to apply their
knowledge in the community. The institute intends to increase the number of publications
to 125 during 2014 from 100 research papers in 2013. The institute has also launched split
Ph.d. degree programs from 10 in 2013 to 75 by the completion of business plan. The
total income of the institute during 2012-13 was Rs. 782.55 million. However the income
expenditure statement was not available in the report. There has been no annexures
attached with the report. Hence it is difficult to find out the deficit / surplus in the budget.
However it is obvious that the institute is providing 100% scholarships to its students
hence it needs more financial resources.
Findings:
i) The institute does not provide any plan for resources generation and financial
sustainability
ii) Diversification of funding is an important element for development and
management planning of the university.
iii) The institute provides highly specialized training and degree program hence it
has to remain vigilant about the Quality of Education.
iv) Since the information is missing about the finances hence it is not possible to
give findings.
Recommendations:
i) The missing information needs to be provided in the report for analysis.
ii) A pragmatic financial plan for the remaining period of the business plan
should be prepared with an understanding that the government funding is
shrinking and would likely to continue for several years.
iii) Modernization and revision of curriculum should form part of the major
commitments of the university. It would lead to quality enhancement and
higher student achieved.
Report on Business Plan
Pakistan Institute of Engineering and Applied
Sciences (PIEAS)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 70
Doability:
The institute is offering highly advanced and sophisticated degree programs in nuclear
engineering and medicines from BS to Ph.d. About 75% of its faculty holds Ph.d. degrees
at the Institute and offers scholarships to 100 percent students accepted in the degree
programs. Hence its budgetary requirements are mostly met by the Federal government.
Its enrollment is 378 which is small hence the resource generation is also quite limited.
The institute has performed well in research, faculty development, commercial linkages,
quality and diversification of course. Its Business plan is doable.
Report on Business Plan
Pir Mehr Ali Shah Arid Agriculture University,
Rawalpindi (PMAS-AAUR)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 71
PIR MEHR ALI SHAH ARID AGRICULTURE
UNIVERSITY, RAWALPINDI (PMAS-AAUR)
Pir Mehr Ali Shah Arid Agriculture University, Rawalpindi constitutes of five faculties
including Faculty of Crop and Food Sciences, Sciences, Forestry, Range Management
and Wild Life, Veterinary and Animal Sciences and Institutes of Management Sciences,
Information Technology, Biochemistry and Biotechnology. It is a second big Agriculture
University of Pakistan after Agriculture University Faisalabad.
The University undertook the exercise of SWOT Analysis very casually and without
professional input. The Analysis does not reveal anything of significance. However it
mentions that among the strengths it has enrolled 200 Ph.d. scholars and offer strong
research facilities. Most of students who are enrolled in the university belong to poor
families hence their capacity to pay even the tuition fee is quite limited. One interesting
though unusual weakness is that the university employees lack ownership of the
university. The government rules are impediment to get rid of incompetent employees.
The biggest threat is the shrinking financial resources. One of the key purpose of the
Business plan is to address this issue.
At present university offers Sixty Eight degree programs from Bachelors to Ph.d and
plans to increase the number to Ninety Eight by the completion of the Business Plan.
There are two hundred and four faculty members and 112 holds Ph.d. degrees. This
reflects about 55% faculty with doctorate degrees. The university plans to surge the
faculty numbers to 528 with 287 Ph.d. degree holders. This is more than twice the
existing number. Both these targets seem unrealistic especially in view of the shrinking
resources and without any yearly operational program.
For the year 2012-13 university mentioned 312 publications and intended to enhance it by
500 in 2017-18 which is achievable in view of the present performance. The total student
enrollment is 6240 which would be increased to 7600, which seems realistic. Similarly
university intends to enhance infrastructure facilities accordingly. The International
Academic linkages specially with North American, European and Canadian Universities
in the field of agriculture is well established. This would be extended to China and East
Asian counties. In the domain of Networking university has mostly developed it with
government Ministries / Organizations. What is required is to expand the services to Civil
Society and extend it to communities.
Similarly the linkages with donors is quite weak. The Entrepreneurial Thrive, Marketing
and Promotions are very weak areas. The university has established ORIC but it seems
Report on Business Plan
Pir Mehr Ali Shah Arid Agriculture University,
Rawalpindi (PMAS-AAUR)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 72
that it is not properly functional. Either it is not professionally managed or its role has not
been properly understood and implemented.
In the context of quality there is some mixed message conveyed through business plan.
On the research publication side the performance is good and university completed 73
research projects and earned Rs. 190.54 million but in the domain of curriculum revision
and method of delivery, no serious efforts are reflected in the Business plan. For the
purpose of faculty development the university has allocated 27 slots for Ph.d. in three
development projects. The funding of these projects has to come from government which
is quite doubtful. There has been no other means suggested in the business plan for
faculty development.
On the financial side university generated income through Federal and Provincial funding
and from its own resources. During the financial year 2011-12 the total income was Rs.
732.32 million and the expended amount was the same on the recurring side hence there
has been no surplus or deficit financing in the budget. However during the 2012-13
university reflected a savings of Rs. 02 million. Apparently it has managed a balance
budget without any borrowing.
Findings:
i) The projection of faculty members is quite unrealistic which is from 204 to
528 which means adding 27 faculty members every year. Theoretically it
should have already added 54 members by 2014.
ii) Similarly the number of Ph.d. faculty members has to increase from existing
112 members with Phd. degree to 227 members is also unrealistic. The
university has mentioned only 27 slots for Ph.d. in development projects for
which the finances may not be available.
iii) The possibility of hiring faculty with Ph.d. degree from open market can be
done but only if university has or generate funds to pay them.
iv) Although ORIC has been established but not properly functional. The major
objective of this office is to promote research and innovation for
commercialization and eventually generate resources.
v) SWOT analysis has not been done properly and the findings were insignificant.
Recommendations:
i) SWOT analysis needs to be done professionally and university may need to
hire an expert for this purpose.
ii) Faculty projection need to be done pragmatically and professional SWOT
analysis would help in this process.
Report on Business Plan
Pir Mehr Ali Shah Arid Agriculture University,
Rawalpindi (PMAS-AAUR)
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 73
iii) ORIC needs to be activated to promote its key objectives and develop
commercial linkages with industry for resources generation.
iv) University need to diversify its strategy and program to generate funds and use
it for the quality improvement and financial support to poor students.
Doability:
The record of research is quite good not only in publication but also the completion of
research projects. The university has a balanced budget and its targets for the business
plan are realistic as for as the student enrollment but not for faculty hiring. The university
has managed the funds prudently with expenditure control. Although the university need
to improve against the criteria of commercialization, faculty development and networking.
But it has demonstrated the capacity of the doability of Business plan.
Report on Business Plan
Quaid-i-Azam University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 74
QUAID-I-AZAM UNIVERSITY, ISLAMABAD
The Business Plan of Quaid-i-Azam University has been prepared mostly, in accordance
with the format of template provided by Higher Education Commission. The three
components of Disbursement Link Indicator # 10 (DLI) includes Strategic Management,
Planning and Accountability of Public Sector Universities. The Key areas of Medium
Term Development Framework (MTDF) of Higher Education Commission (HEC-II) are
about the quality of higher education, relevance, closer linkages with community and
industry. The quality of Education is directly linked to the faculty development, research,
teachers training and curriculum revision. Hence the priority of business plan in the
context of validation exercise would consists of the components of DLI#10 and
MTDF-HE(II).
The program of faculty development looks satisfactory as 70% of the faculty members
are holding doctoral degrees. However a good number of retired teachers and non-
teaching staff is also hired. In few cases very senior positions are occupied by retired
employee’s superannuated long time ago. Business plan intends to hire 9% teachers every year and 20% non-teaching staff. But at present seventy (70) positions are vacant from
lecturer to professor and similarly 150 positions of non-academic staff are not filled.
These positions are over and above the projected number. There was no advertisement
placed in the News Paper for these positions.
The needs assessment and performance evaluation for future planning has not been done
on the basis of SWOT analysis. This reflects that proper attention has not been given to
program management and planning aspect of the university. Also the business plan does
not reflect that the projections and other expected activities are based on the professional
analysis done intensively. The focus of most of the activities is based on expansion rather
than development which entail both innovation and change.
The vacant teaching and non-teaching positions comes to about 220 for which university
gets annual budget of millions of rupees. This amount which is not expanded as planned
requires accountability. The prudent use of resources and proper financial control has to
be given priority. If the money is not used then it should be mentioned clearly in the
business plan and reflected in the annual report for the use of same purpose for which it
was obtained from the government.
There are certain Departments which are being run with one / two faculty members with
Ph.d. degrees and the senior most is Assistant Professor. Some of those departments are
sociology, law, linguistics, management, etc. There is no consolidated program of faculty
training through which faculty members could be sent abroad for Ph.d. However QAU
Report on Business Plan
Quaid-i-Azam University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 75
has enrolled some of its faculty members as Ph.d students. There is considerable amount
of inbreeding which means that QAU mostly hires its own graduates of M.Phil and Ph.d
degree holders. This deprives the university and the students from national and
international experience and exposure. This also reflects that hiring of teaching and
administrative staff has been monopolized.
Research is a strong area of QAU. The number of researches increased three fold in a
year and most of them published in Impact factor journals. But the situation is not good in
social sciences where the publications are not of high quality and quantity as is the case
with physical sciences. There was a general complaint that research funds are diverted to
other activities and research programs have to be curtailed. This tendency needs
corrective action. There are only seven impact factor journals in Pakistan which limits
publication opportunities for social scientist.
It has been observed that the accountability in the financial matters was not a priority area.
On the basis of meetings with different groups of persons, review of annual report and
Business plan , no training program have been reflected in the business plan or Annual
Report in the area of fiscal management or financial control.
It is recommended that all the vacant positions should be filled soon on merit basis
specially faculty positions with minimum inbreeding. The HEC should approve annual
budgeting after ensuring that financial resources are prudently used. The opening of new
departments should be linked with availability of regular faculty, necessary infrastructure
and teaching - learning resources.
Curriculum revision is another key indicator of improving the quality of education. There
has not been any significant effort visible in this regard. The lecture system has been the
major focus for class room teaching as is reflected in the business plan.
During 2012-13 university generated Rs. 657 million from its own resources other than
the government grant of Rs. 790 million. The amount of government grant includes pay
and allowances of 220 employees (teaching / non teaching) which were not hired. Where
this amount has been spent and how prudently?
In conclusion the Strategic Management, Planning and Accountability are not strong
areas of Business Plan. The program of faculty development has to be focused so that the
superannuated faculty members should be replaced with relatively young faculty and
fresh Ph.d degree holders.
Report on Business Plan
Quaid-i-Azam University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 76
Findings:
i) The university did not undertake SWOT analysis and also no reference has
been made as how the future need assessment was done to prepare the
business plan.
ii) The QAU has focused more on expansion rather than consolidation of its
programs. There are certain departments working only with one / two faculty
members. Even they are not regular faculty members of the university.
iii) There is a large number of vacant positions both for the teaching staff and
Administrative / support staff. This is one reason that ORIC is poorly staffed
and linkages with market are negligible.
iv) The inbreeding is a dominant hiring practice for teachers. Most of the QAU
graduate get hired which deprives the university and students from benefiting
from international and national exposure and experience.
v) There has been no emphasis or practice on regular basis to revise and
modernize courses.
Recommendations:
i) The future need assessment is an important tool for program planning. The
university has to undertake this exercise either by SWOT analysis or use some
other methodology.
ii) It is necessary to consolidate the gains instead opening new departments
without minimum required faculty.
iii) All the vacant positions need to be filled following the required procedure.
This would strengthen and enhance the capacity of university.
iv) The mechanism needs to be developed to modernize courses and identify
teaching learning resources accordingly.
Doability:
The university without undertaking the need assessment has adopted the direction of
expansion. It has introduced fresh degree programs and created new departments. These
good initiatives need properly trained & qualified faculty members. The research record
of the university is impressive and so is the faculty development with 70% faculty with
Ph.d. degrees. However a large number of vacant positions need to be filled. The
university generates about 50% of financial resources through its program & activities
and the remaining amount to be provided by university. The university has demonstrated
sufficient capacity to implement the business plan.
Report on Business Plan
Quaid-i-Azam University, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 77
LIST OF PARTICIPANT
Quaid-i-Azam University, Islamabad
S. No. Name Designation
1. Dr. Aliya H. Khan Dean, Faculty of Social Sciences
2. Dr. Asghari Bano Dean, Faculty of Biological Sciences
3. Dr. Irfan Zia Chairman, Department of Animal Sciences
4. Mr. Zia Akhtar Treasurer
5. Dr. Bushra Mirza Professor, Department of Biochemistry
6. Dr. Riffat Naseem Malik Associate Professor, Department of Environmental Sciences
7. Dr. Shahid Hameed Director (ORIC)
8. Mr. Muhammad Sajid Khattak Director (P&D)
9. Engineer Bakht Rehman Project Director
10. Dr. Naima Atiq Manager Research & Development (ORIC)
11. Mr. Shahram Atta Deputy Registrar (Establishment)
12. Mr. Umer Saleem Assistant Director (P&D)
13. Mr. Haroon Butt President, Employees Welfare Association (EWA)
14. Dr. Waheed Chaudhary President, Academic Staff Association (ASA)
15. Dr. Sarfraz Khawaja Consultant HEC
Report on Business Plan
Shaheed Benazir Bhutto Women University,
Peshawar
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 78
SHAHEED BENAZIR BHUTTO WOMEN UNIVERSITY,
PESHAWAR
Shaheed Benazir Bhutto Women University, Peshawar was established as a result of
elevation of status of Government Women College of Peshawar. This is the only female
university in KPK with some inherent problems and strengths as is visible from SWOT
Analysis. The key weakness is the non-availability of qualified (Ph.d) faculty members
for the university. Its main strength is that most of girls colleges in Peshawar are affiliated
Institutions of the university. This means that the university will conduct examination and
award degrees which would bring uniformity of academic standards for various degree
programs. Its main campus lacks infrastructure of a university. But the major threat is the
security imperative and fragile law & order situation of KPK as well as Peshawar.
As it emanates from a college hence it has no tradition of curriculum revision as an
independent institution. However it is in the process of establishing mechanism for
curriculum revision. Similarly research culture is non existent which has been inherited
from college traditions.
Research publication is weak area of university. Previously as a college it hardly
developed any research culture and remains teaching institutions preinenly. The target of
research linkage to be established in five years is only eight and similarly the efforts to
promote research training activities are weak areas.
One of the key determinants for quality enhancement is the faculty development. The
university has hired 36 Ph.Ds faculty members by 2013 and have sent 19 faculty
members abroad to pursue advanced studies and 10 of them have returned. But university
needs a well planned and sustained program of faculty development. The ORIC has not
been established yet though the efforts are in process to make it functional as soon as
possible. As a result the research and commercialization activities and linkages with
industry is minimal.
The university has projected to raise the number of Ph.d. faculty members to 108 in 2018
from the present 36. On average it would add 14 new faculty members with Ph.d. degree
every year. This is good and indicate resolve but there it needs pragmatic planning and
resource allocations to supports this ambitious target. Similarly the Business plan does
not identify any resources generation to be allocated for faculty training.
And other key areas of Business Plan are the financial discipline, resource generation and
expenditure control. The total income of university during 2012-13 was Rs. 228.4 million
Report on Business Plan
Shaheed Benazir Bhutto Women University,
Peshawar
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 79
and the entire amount expended by the close of the financial year with no savings. The
income of the university is expected to increase to Rs. 622.9 million by 2018 and
expected expenditure would be 629.4 million with a deficit of Rs. 6.4 million.
On the basis of the proposed activities of the Business plan it is recommended that the
university must generate financial resources, launch such programs which are applied and
professional and attract large number of students. The linkages with industry and
commercial organization must be established. Government and donors should also
provide more funding support. But the money thus generated should be spent on two key
components. One is the faculty development and second is research. These can lift the
edifice of the university to good heights.
There are three areas which need special attention of the university management. One, the
university should establish and make it efficient the functioning of ORIC. It would
encourage research for the commercialization activities for resource generation. Two, the
university must expend its horizon of research, student exchange, faculty training above a
college and come out from its previous status. Third is the advocacy by the university as
the first and only female institution of higher learning in KPK despite law and order
problem and uncertain security situation.
Findings:
i) There is extreme shortage of qualified and trained faculty members holding
Ph.d. degrees.
ii) The university has been born out of the up gradation of Govt. Girls College
Peshawar. As a college it did not have any practice to revise and modernize
curriculum.
iii) Research is a weak area. There has been no information provided about the
researches and publications. The college traditionally remains a teaching
institution.
iv) There has been no indication as how the university would generate resources
other than the tuition fees. Almost entire funding is provided by the
government.
v) The university does not have a purpose built structure.
Recommendations:
i) The faculty training is imminent. It can be done through different means
which includes enrollment in Ph.d. programs in Pakistani universities, obtain
funds from donors for sending the teachers in foreign universities, generate
more resources for this purpose.
Report on Business Plan
Shaheed Benazir Bhutto Women University,
Peshawar
Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 80
ii) The mechanism for curriculum modernization has to be established for
updating of course.
iii) The tradition and practice of research must be encouraged.
iv) ORIC needs to be established for commercialization of research.
v) The development funds and university resources generation need to construct
a university building.
Doability:
The university has been born through the upgradation of women degree college hence it
did not face the problems as a completely new establishment. However the university
needs to develop faculty and arrange Ph.d. degree programs for them. The culture of
research has to be established. The international linkages, networking and
commercialization activities also need improvement. The established college structure
inherited by the university is a positive strength. Despite certain limitation the Business
plan is doable.
Report on Business Plan
Sukkur Institute of Business Administration Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 81
SUKKUR INSTITUTE OF BUSINESS
ADMINISTRATION
Sukkur Institute of Business Administration is primarily a teaching institution and has
student population of 2500. Research is not a priority hence only three (3) papers /
researches were published in impact factor journals. It has faculty of 110 members and
only 11 are Ph.Ds. Thirty faculty members have been sent abroad for Ph.d program under
the faculty development program. The IBA consists of four departments which include
Business Administration, Computer Science, Engineering, and Education Department and
offer degree programs of BS, MS, MBA and Ph.d.
The Business plan does not mention any time frame either composite number of year
(four or five) or calendar years such as 2013-2018. However the report has done SWOT
analysis and 40% students are girls mainly come from rural areas. Due to the
geographical proximity of the Institute there is lack of market exposure to students and
residential accommodation for teachers are also limited. Despite limitations of academic
environment, Karachi and Hyderabad provide strong opportunities of growth for business
and also job opportunities. The training facilities for students as internees are also quite
limited. The funding side seems in good shape as USAID provides financial support in
addition to the government grants. There are very few other sources of funds for the
Institute.
The institute plans to increase the student population to 5000 in next five years from the
existing 2500. Research is a weak area of the institute as only 4 research proposals are
written for this year. The linkages with foreign universities / institutes is limited and at
initial stages.
The number of students to be doubled as projected but the reports does not give any
information about the resources generation or funding base of the university. What is the
annual budget, how much is the revenue generated from different sources and expenditure
details are missing. As per the Business plan, the financial details have been provided in
the Annexures but the Annexures have not been made part of the report.
The institute strongly needs a plan to implement a program for faculty development
which is missing from Business plan. It does mention that 25 scholars are pursuing MS
program leading to Ph.d. There is no phased planning for faculty development. Similarly
research also deserves to be given serious considerations. There is no role identified /
mentioned of ORIC in the Institute. The institute has not prepared and provided
significant information and documentation in the Business plan. It seems that IBA has
Report on Business Plan
Sukkur Institute of Business Administration Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 82
inverted growth with only 11 Ph.d faculty members in 2012 and to be increased to 90 in
2017 which seems unrealistic.
The total revenue generation in 2012 was 145.4 million and no information about
expenditure is provided. Serious efforts are needed to develop a business plan which must
be pragmatics, futurist and indicating path of academic excellence and economic growth.
There are several areas which require serious attention of the senior management for the
development of the Institute. Four sectors are identified. First is the Research weakness.
There is insignificant research culture and practice. It is only a teaching Institute like a
postgraduate degree college. It has to arise above that status to become a degree awarding
institute. Second is the faculty development. The number of Ph.d faculty members are too
small but more important is that no significant program is included in the business plan
for faculty development. If the funding for foreign scholarship is not available even then
there are several good universities in Pakistan which offer quality Ph.d programs.
Financial incentives can be added to the newly hired faculty with Ph.d degrees. Generous
study leave or reduced work load for faculty members enrolled in Ph.d program would be
a positive step. Third, serious efforts should be made to activate ORIC. First is its
establishment and them it should be led by a dynamic person who can generate resources
for research and also promote commercialization activities of institute. Fourth area of
significance is the professional documentation of Institute activities which could be
research, training, faculty development, resource generation, linkages with industry and
community.
Findings:
i) The institute gives an impression of a teaching college because it has only
published three research papers in a year. Perhaps the key reason is lack of
faculty members holding Ph.d. degree. Out of 40 teaching staff only 11 holds
doctoral degree.
ii) The geographical proximity of the Institute does not facilitate the training of
internees in the business environment.
iii) About 40% students are females which is a good indicator of gender balance
but most of them come from rural areas hence there capacity to pay fees is
limited.
iv) There is need to establish ORIC and properly staffed to make it effective and
functional.
Recommendations:
i) The faculty members should be encouraged to write and publish research
papers. The applied research or market need based research would be useful.
Report on Business Plan
Sukkur Institute of Business Administration Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 83
ii) The Ph.d. faculty should be hired from open market but at the same time the
non-Ph.d. faculty needs to be given incentives to pursue Ph.d. degree in
Pakistani universities.
iii) The establishment of ORIC would be helpful to uplift the image of the
university and commercial some of its activities.
iv) The professional documentation needs to be focused in the area of research,
faculty development, resources generation, linkages with industry &
community.
Doability:
The institute has good gender balance (40% girls) but has focused mostly on teaching.
Only 11 faculty members out of 40 holds Ph.d. degrees. It seems research is not a priority
area of producing only 3 research papers in a year. The number of departments is four
hence the focus remains on teaching of Business and Economics subjects. The research,
faculty development and commercialization activities need attention. However the
institute has demonstrated that its business plan would be doable with some modification
as mentioned above.
Report on Business Plan
The Institute of Space Technology, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 84
THE INSTITUTE OF SPACE TECHNOLOGY,
ISLAMABAD
The Institute of Space Technology was awarded the degree awarding charter in 2005
through an ordinance. However since 1985 it was working as an Institute of Aerospace as
a constituent of the Quaid-i-Azam University, Islamabad. The key function of the
Institute is to train Human Resources and provide research support to National Space
Program.
The SWOT analysis reveals that core strength of IST is its infrastructure, faculty and
laboratories. The major weakness is the lack of interest of student in the discipline of
Space Technology and allied research. Financial resources also shrunk and qualified
faculty with Ph.d. degrees is hard to find.
IST offers 5 undergraduate programs and 4 post graduate program with intake capacity of
65 students per semester. There are two campuses, one at Islamabad and other at Karachi.
The total enrollment of the Institute is 730 students for all programs. But the institute has
projected increase of 4750 students by 2018. This task is quite unrealistic in view of lack
of popularity of space program among students and financial resource constraints. The
number of faculty members with Ph.d degrees is 25 only and no phased planning is
visible for faculty development program in the Business Plan. The Institute intends to
introduce 11 new undergraduate programs, 12 new Masters programs and 8 new Ph.d
program. The total intake capacity of three degree level programs would be between 70 to
75 students. This kind of planning lacks seriousness while introducing new courses for
degree programs. The major observation is, how a huge infrastructure most of it has yet to
be created is justified as a separate Institute with heavy overhead expenses. The Institute
intends to enhance the intake capacity by 860 at the end of 2017.
The projections are quite unrealistic but there would be a constant apprehension of
declining standards, poor quality education and insufficient properly qualified and trained
faculty members.
The IST has established ORIC for research, innovation and commercialization activities.
The mere establishment of ORIC is not going to make any difference unless a concrete
program of research and development is planned and reflected in the Business plan. The
Institute has made some linkages program with foreign university. There are 25 Ph.d
holder and this number would be increased to 90 as mentioned in the Business plan which
is 4 times more than the existing number. The total maximum time of training is four
years and no arrangements for funding have been explored.
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The Institute of Space Technology, Islamabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 85
On the financial side IST earned / generated Rs. 280 million in 2012 and incurred
expenditure was Rs. 238 million. Hence a saving of Rs. 42 million in one year was a good
indicator for financial control. It is abysmal to mention that IST generated US$ 3950/- in
2010.
The institute need massive guidance in program development, faculty training, curriculum
revision and applied research.
Findings:
i) It is a constituent unit of Quaid-i-Azam University with two campuses, one is
at Islamabad and other is at Karachi. But the student interest in space
technology is dwindling hence it has the intake capacity of 65 students per
semester.
ii) The projections in the Business plan are unrealistic. From few hundred
students at present the institute intends to surge enrollment to about 5000
students. Similarly 23 new courses would be introduced by the completion of
business plan which is very ambitious.
iii) The mere establishment of ORIC may not be very useful. But the initiative is
positive and needs appreciation.
iv) The capacity of the institute at present to generate the resources is negligible
even the tuition fee contribution is very small.
Recommendations:
i) The institute may need to launch advocacy campaign about the importance of
Space Technology to attract more students.
ii) The future planning needs to be pragmatic specially the student enrollment,
number of courses to be increased
iii) There has been no program mentioned for faculty development. This
component should be seriously taken up because of the importance of
qualified faculty.
iv) The institute may explore funding from the donors both bi-lateral and multi-
lateral. Possibilities with private sector in Pakistan for fund generation need to
be exploited.
Doability:
The institute is specialized in nature but fraught with problems. The lack of interest by the
students in space technology and research is a major hindrance for the growth of the
institute. The projections of the Business plan is unrealistic for student enrollment. The
shortage of qualified faculty is a serious problem and so is the lack of faculty
development programs. Although the institute is facing different challenges but it needs
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Accountability in Public HEIs
January 28, 2015 Page | 86
government support because of its special nature. The business plan would only be doable
but with certain changes to be made and prepare an implementation program. The funding
support from the government would be imminent.
Report on Business Plan
The University of Azad Jammu & Kashmir Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 87
THE UNIVERSITY OF AZAD JAMMU & KASHMIR
The University of Azad Jammu & Kashmir consisted of four campuses at the time of its
establishment in 1980. Now the number of campuses have increased to ten. The student
enrollment is 5922. This was the only university in Azad Kashmir uptill 2009. The
SWOT analysis has been done by the university to identify areas of strengths and
weaknesses so that further improvement can be made in the performance of the university.
Generally AJK as geographical proximity is considered mostly rural with mountainous
terrain. But its unique and interesting feature is that the number of girl students is growing
very fast and would soon surpass male student number. The university offers variety of
degree programs mostly in education, geography, medical technology, linguistics and
other social and natural sciences. The university programs of mineral sciences, medicinal
plants, wildlife, emerging discipline, granite and marble are popular. The major problem
includes inadequate infrastructure and equipment for innovative research. The low
income base of students hence their ability to pay for education is very limited,
geographical accessibility especially for girl students, and above all it is a disaster prone
area due to earthquakes, floods and landslides.
Despite these problems the university is proactive in several fields. It has established
linkages with 22 universities and research institutes for faculty training, joint research
programs and degrees and student exchange visits. The university published 51 papers in
2011 in the Impact factor journals.
There are certain areas which need attention of university authorities. Curriculum revision
and teaching methodology are the key determinants for quality improvement. The
business plan has not explained and emphasized any specific efforts made by the
university in this regard. The university intends to increase 12 new undergraduate degree
programs and add 4800 additional student to make the enrollment figure to 7847.
Similarly 25 new postgraduate programs would be added and raise the post graduate
enrollment to 5339. The Ph.d. enrollment would increase from 98 to 350 students.
These over ambitious targets for the next five year most likely would not be achieved for
several reasons. First, there is no elaborate and professionally designed arrangement
reflected for faculty training in the Business plan. Second, the management of such a
large number of students in the next few years requires intensive planning. There is no
such framework presented in the business plan. The new or revised curriculum for about
40 new degree programs would seem unrealistic. It requires planning and management of
critical mass of human resources continuously working on this task. This seems daunting
in AJK university environment.
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Accountability in Public HEIs
January 28, 2015 Page | 88
The university published 58 papers in 2012 and this number was enhanced to 70 during
2013. It is expected that research publication number would increase to 130 by 2017.
The total number of faculty members are 255 from professor to lecturer out of which 57
hold Ph.d degrees in 2012. The Business plan projects this number to be 140 by the end
of 2017-18. It is important that the university must plan for offering Ph.d. programs in
such a way that most of its own non-Ph.d. teachers have been enrolled and get the
benefits of training. They should be provided generous study leaves and reduction in
teaching load. Their expenses should also be subsidized but must be obligated legally to
serve the university after completion of Ph.d. degree programs.
The University of Azad Jammu and Kashmir generated 42% of the funds from its own
resources and the remaining 58% have been provided by HEC. There is no other detail is
provided about the financial side.
Findings:
i) The university has focused more on expansion and operating ten campuses in
different cities. This create problem of the non-availability of proper
infrastructure. About 22% faculty holds Ph.d. degree which is not adequate.
ii) Most of the students enrolled in the university belong to financially weak
background. Hence their capacity to pay even the tuition fees is a challenge.
The number of girl students is growing and would surpass male enrollment in
the next three years.
iii) There has been no effort visible or any documentation which suggests that
curriculum modernization is being done. Similarly teaching methodology is
another area which needs attention.
iv) The projection regarding the addition of courses is 37 during the completion of
Business plan. Similarly Ph.d. enrollment would increased by 20%.Both of
these projections are not realistic
Recommendations:
i) There is a need to consolidate the programs than more expansion. The ten
campuses need to be managed effectively and efficiently. The key focus
should be on properly trained and qualified faculty.
ii) Resource generation other than the government funds need to be done through
commercialization efforts. The role of ORIC becomes very important. It is not
its establishment but proper functions.
iii) Mechanism for curriculum development has to be established so that the
courses revised periodically.
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Accountability in Public HEIs
January 28, 2015 Page | 89
iv) In view of the national resources and proximity of geography the university
should undertake of medicinal plants, gems production, stone production of
granite and marble etc.
Doability:
The university is the most widespread in the country with ten campuses and enrollment of
about 6000 students. The university is performing well and generates about 42% of
financial resources from its own programs and activities. This money is used with good
financial control. The university needs to focus on consolidation now and try to improve
the quality of education by strengthening faculty training programs, curriculum
modernization, research and commercialization activities. The business plan is doable in
view of the past performance and capacity of the university.
Report on Business Plan
The University of Agriculture, Peshawar Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 90
THE UNIVERSITY OF AGRICULTURE, PESHAWAR
The University of Agriculture Peshawar consists of five faculties which is spread over 23
departments and three Institutes. The University was established in 1981 to impart
Quality education in the field of agriculture and undertake applied research. The
contribution of the university is significant in the field of education and agrarian economy.
The student enrollment is 9800 with 338 faculty members during 2013. The future need
assessment of the university is done on the basis of SWOT Analysis which mentions that
70% of the faculty is foreign qualified with Ph.d (175) and M.Phil (6) degree holders. The
quality enhancement cell is well established focusing on curriculum revision, faculty
development, research and teaching learning resources. Similarly the program of
agribusiness entrepreneurship is performing well in collaboration with National and
International Organization.
However, there are certain problems which need to be addressed. Political interference at
different level of decision making is creating negative impact at the cost of merit and
quality. The focus of research has to be diverted to needs of Industry to generate
resources and facilitate agri-based market. The Ph.d. faculty is not yet fully involved and
committed with the commercialization of research activities under ORIC. This needs to
be streamlined. There has always been a demand of more financial resources but
university should generate through Public-Private-Partnership.
The university intends to introduce about 10 new programs during the next five year
combining business management with new crop and food productions. One such program
would be Halal Food Production by a university for commercial and industrial production.
This program would be linked with B.Sc. (Hons), M.Sc. (Hons), M.Phil and Ph.d. degree
programs. The student enrollment would be enhanced to about 12000 students in addition
to 254 International Student by 2017.
The university has established strong linkages with well reputed 15 International
universities of USA, Japan, Australia, Canada, China etc. for joint research Student
Exchange program and faculty development. The faculty development has been
mentioned as an area of priority and Ph.d. faculty members would increase to 225 from
existing 175. An average of 10 Ph.d annually would be added to the teaching and research
staff. But this would be possible with multi-prong approach of faculty development. Fifty
percent Ph.d scholars should be enrolled with university of Agriculture Peshawar and the
same number would be enrolled in other National and International Universities.
On the financial side the university has generated revenue of Rs. 830.5 million during
2011-12 and the total expenditure during the same year was Rs. 833.2 million. This is
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Accountability in Public HEIs
January 28, 2015 Page | 91
only the recurring side of finances and does not include PSDP funds if provided to the
university. By the end of June 2013 University has invested Rs. 268.4 million in one year
and would expect to accrue interest of Rs. 32.9 million for the same year.
University reflects promising future in terms of quality of education, faculty development,
innovating programs, commercialization activities and financial control.
There are two other components which can be further developed by the university. One is
the discipline of environmental sciences. The key problems that emanates is rapid
development of land for commercial purposes. It is depleting land resources which were
previously used for agriculture, vegetables and fruit gardens. Efforts should be made
through advocacy that this development approach is negative and inverse for food
security and poverty. The second is the biggest problem of deforestation. Although many
sporadic efforts are being made through different Universities, Departments and NGOs
but the onslaught on trees is still going with rapid speed.
Findings:
i) Political interference at different levels of decision making is creating negative
impact at the cost of merit and quality. It also negatively affects the overall
performance of the university.
ii) The area needs attention not only in the enhanced number of research papers
but more so to divert the focus of research to the needs of agro based industry.
iii) The Ph.d. faculty is not yet fully involved with commercialization efforts in
joint efforts with ORIC.
iv) The university needs to study how for the rapid development of land for
commercial purpose which are depleting resources previously used for
agriculture, vegetables and fruit gardens.
Recommendations:
i) Political interference can be minimized if not eliminate depending upon the
good governance practices followed by the university.
ii) The focus of research may be modified to the needs of agro-based industry
and generate resources through this efforts.
iii) The gap between the working of Ph.d faculty doing research and ORIC must
be eliminated. This would promote commercialization efforts.
iv) Launch research project on depletion of agriculture and deforestation.
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The University of Agriculture, Peshawar Improved Strategic Management Planning and
Accountability in Public HEIs
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Doability:
The university has performed well on the basis of quality index, faculty development,
innovative programs, commercialization activities and expenditure control. However the
research needs to be focused specially on the applied side instead of theoretical research.
Another area of concern as mentioned is the political interference by the higher
authorities. Despite these limitations the Business plan is doable as prepared by the
university.
Report on Business Plan
University of Agriculture, Faisalabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 93
UNIVERSITY OF AGRICULTURE, FAISALABAD
The University of Agriculture, Faisalabad started as a college in 1906 and elevated to the
university in 1961. The student enrollment in 2013 is 12000 with 600 Ph.d. students. The
annual average publication is 500 papers. The business plan has taken cognize of Medium
Term Development Framework (MTDF-HEII) by emphasizing on the quality of
education, research, teaching, arrangement needs of the society & community and shifting
to Total Quality Management (TQM). The SWOT analysis indicates that 65% faculty
holds Ph.D. degrees with diverse research competencies in applied agriculture sciences.
The UAF has well developed agriculture & livestock farms and veterinary hospital. The
weakness suggests high faculty turnover in recent years, ineffective coordination
regarding academic and development activities. The university has unique opportunity in
the area to collaborate with agro-based industry, joint research with international donors
and extent community services. The major threat to the university is political intrusion
and presences in the university affairs.
UAF has six faculties and 28 departments one faculty of Home Economic would be added
during the Business Plan completion plus a 20 double major BS degree programs. There
has been no specific number of publications is given in any year expect figure of 2500
during the last five years. Information is not available about the impact factor or indexed
journals, national or international journals. At present Ph.d. degree is offered in 32
programs / specialties and 5 would be added during the next five years. The expanses of
BS/MS/M.Phil programs is also envisaged. The enrollment would be increased to 20,000
from existing 12000 with an average annual increase of 1600 students. University has
signed 79 international MOUs and 46 would be added more. Improvement in HRD
department is envisaged by introducing to incentive and reward schemes. University has
lagged behind in providing faculty training programs. The last program was held in 2009
since then no program has been launched or planned. This is inservice program. The
number of Ph.d. holders is 354 which is planned to be surged to 800 by 2018 which is
quite unrealistic almost impossible.
On the financial side university generated Rs. 1752.9 million for 2012-13 and Rs. 591
million from its own resources, the remaining amount was government grant which is
about 33%. The total expenditure has been Rs. 2514.3 with a deficit of Rs. 762 million.
The action plan prepared by the university for Alumni & Community is need to be
mentioned. It delineates 7 areas of action which includes Awareness, Value, Community
Service, Family, Growth, Support Structure and Advancement.
There has been no mention about the role and establishment of ORIC. Most likely it has
not been established and it does not have any priority. One reason is that performance of
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University of Agriculture, Faisalabad Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 94
UAF has suffered in branding and commercialization its research / product is the lack of
institutional arrangement to support this activity. One of the purpose and concept of
ORIC has been to support and promote research activities for commercialization which
has not happened. The efficacy of MOUs depends on the output of joint research
activities, tech and student exchange program, collaborative degree programs, resources
mobilization and the extension of other activities.
About half of this Business plan mentions the powers and duties of different offices and
officers. The volume of Business plan could well be reduced to 50% or less.
Findings:
i) University has reasonable large enrollment of 12000 students including 600
studying for Ph.d. degree. But its service charges are meager.
ii) UAF is a professional institution with reputation and brand name in
Agricultural Sciences. But its research products and other resources generation
activities have not been commercialized.
iii) Projection of more than 100% increase in Ph.d. faculty from 374 to 800 is
unrealistic and exaggerated.
iv) The financial dependency of university on the government money is about
70%. This is quite high in view of the shrinking financial resources of the
government.
v) ORIC has not been established and as a result the institutional support to
research, innovation and commercialization is weak.
Recommendations:
i) UAF need to mobilize its activities for resources generation. A strategy needs
to be evolved for this purpose to be followed by an action plan.
ii) The business plan does not provide sufficient information about cash flows,
resources generation, expenditure details.
iii) Information about research publication is also not given.
iv) Projection specially the quantities ones should be reasonable pragmatic.
Doability:
The university has impressive record of publishing 500 papers every year. This is because
of the reason that more than 65% faculty members hold Ph.D. degrees. But the projection
of hiring more than 100% increase in Ph.D faculty from 374 to 800 is exaggerated. The
financial dependency on the government money is about 70% with budget deficit of
Rs.762 million. The Business plan needs to be modified to make it doable.
Report on Business Plan
University of Baluchistan Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 95
UNIVERSITY OF BALUCHISTAN
The University of Baluchistan, Quetta was established in 1970. It has 7 faculties, 33
departments, two institutes and five centers of excellence. The university offer 41 degree
programs which include 7 undergraduate and 34 graduate programs. The current student
enrollment is 6000. The total number of faculty members consists of 484 but only 16%
hold Ph.d. degrees. There is no significant efforts for faculty development program in the
Business plan.
The SWOT analysis reveals that university possesses an adequate infrastructure and
physical facilities but there are not sufficient conditions to improve the quality of
education. The faculty development, curriculum revision, teaching learning resources,
updated evaluation and research are the key determinant of quality improvement. The
weaknesses as mentioned in the Business plan include lack of good governance,
ineffective checks and balance relationship with industry is minimal and curriculum is
outdated. The research and development is directionless.
The intake capacity of student is 600 in 2013and the projection of 2018 is 5000 which is
quite unrealistic and reflects poor planning. The emphases on expansion of student
enrollment from 6000 to 12500 in 2018, reflects lack of seriousness in strategic planning,
management and accountability in university system.
Research is another weak area and no significant number of publications are mentioned in
the business plan. Realistically speaking there is hardly any research carried out in the
system and practically university has been relegated to the status of college where
teaching is the mainstay of its existence. The establishment of ORIC is still far fetched
and no schedule or program has been mentioned as to when the ORIC would find priority
in the university program planning process. It is obvious that there is no linkage with
industry, business and commercialization enterprise. However the strategy as mentioned
in the Business plan says that by 2018 university would establish linkages with 200
industrial and commercial enterprises. Baluchistan University has established two
linkages barely with foreign universities.
Despite abysmal condition as mentioned in the Business plan there are several other
factors of significance because of their absence or unable to find place in the report. First,
the university is placed in the most backward area of the country where the female
literacy rate in rural areas is not more than 5%. The primary school enrollment, infant
mortality rate, maternal mortality rate are the highest in the region. The basic health
services are non-existent. Second, Baluchistan is the poorest province and economically
most deprived area in Pakistan. The basic priority is the human survival which requires
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University of Baluchistan Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 96
minimum intake of 2500 calories per day for each adult. The opportunity cost of
education is so high that most of the population cannot afford to pay. Third the law and
order situation and security threats are so volatile that to run a university in such
circumstances is a challenge of unparalleled dimension. Fourth, the province is in the
state of war and badly suffering from foreign threats as well as internal instability and
ethnic violence. Fifth the geographical proximity and mountain terrains and weather
extremities both in summer and winter negatively effect the entire spectrum of life.
The question then is what should be done.
One, the performance of the Baluchistan University should not be measured against the
indicators or template prepared for Business plan. The Baluchistan faces special problems
hence should be evaluated accordingly.
Two, the university should minimize the focus on increasing the student enrollment or
enhancing the number of degree programs. If the number has increased as projected then
the management problems are going to arise. In addition the faculty shortage would be
made a more serious problem. The quality would suffer and research would be neglected.
Three, the focus of the Business plan is to consolidate the gains of university whatever
little it may be interms of its number of graduate and the any research done by the faculty.
Four, the employment of all the university graduates should be planned either through
employment generation, self-employment, commercial activities, availing services of
industry, small business, micro finance, skill development programs etc should all be
directed for resource generation.
Findings:
i) Only 16% of the faculty holds Ph.d. degree. There have been no significant
efforts for faculty development in the Business plan.
ii) The university is located in the poorest province of the country. The law &
order situation both due to external and internal factors negatively affects the
entire spectrum of life including higher education.
iii) There is hardly any research work done in the university. The functioning of
university has been relegated to college.
iv) The curriculum modernization is non-existent. The ineffective system of
checks & balances has created problem of governance.
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Accountability in Public HEIs
January 28, 2015 Page | 97
Recommendations:
i) The performance of the university should not be measured against the
template prepared for Business plan. The university / province face special
problem.
ii) University should minimize the focus on enrollment surge and enhancing
degree programs. There is already faculty shortage with proper qualification.
iii) Employment of university graduate should be planned through commercial
services private industry, small business enterprise and microfinance.
iv) Government both federal and provincial should be generous to provide funds
to the university.
Doability:
The university is established in one of the poorest provinces of Pakistan where the
security situation is very uncertain. The geographical terrain is almost inaccessible in
mountains. The basic health & education facilities in rural areas is very limited. Despite
all this the university has enrolment of over 6000 students. The number of Ph.d. faculty is
small. If the Business plan is geared towards consolidation and faculty development then
it would be doable with substantial government funding.
Report on Business Plan
University of Engineering and Technology, Lahore Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 98
UNIVERSITY OF ENGINEERING AND TECHNOLOGY,
LAHORE
The university of Engineering and Technology Lahore is the oldest institution of Pakistan
imparting Engineering education. It has seven faculties, thirty three departments and
nineteen research centers. The enrollment at undergraduate level is 8030 offering B.Sc.
degree in different branches of Engineering. The enrollment at M.Sc. / M.Phil level is
1817 and at Ph.d level is 286 students. The total number of faculty members is 893 and
the student teacher ratio is 15:1. About 200 faculty members hold Ph.D degrees and 220
faculty members have been pursuing doctoral degrees in different foreign universities.
The UET has campuses at Kala Shah Kaku, Gujranwala, Faisalabad and Narowal.
The SWOT analysis reveals that university has a brand name not only in Pakistan but also
abroad especially in Middle Eastern Countries. The degree programs covered most of the
disciplines of Engineering and Information Technology with very good student teacher
ratio. The weakness as pointed is the shortage of Ph.d. faculty especially in the fields of
Geological, Petroleum and Mining engineering. The teaching faculty is reluctant to use
ICT related facilities which seems strange. There has been shortage of trained and
qualified faculty members at satellite campuses. The Punjab government has planned to
provide more funds to UET. KSK campus for energy development.
UET Lahore has great potential to generate resources from consultancy services by
offering services in different fields of engineering and technology. The employment of
UET graduates have slowed down because of the energy crisis. The industry is adversely
effected by shortage of gas and electricity. The university does not offer much incentives
to retain its Ph.d. faculty because the private sector provides very attractive terms of
employment which a public sector university cannot afford.
The UET has established ORIC, Quality Enhancement Cell and HEC focal person office
as per the guidelines provided by HEC. The university has laid emphasis on applied
research for the application and use in industry. The ORIC has been a useful instrument to
commercialize research and innovation. The university offers M.Sc. /Ph.d degree program
in fifty three discipline which is the maximum numbers offered by any other engineering
university in Pakistan.
Curriculum revision / modernization is a regular feature of university development
system. It follows the guidelines provided by the HEC and duly recognized by Pakistan
Engineering Council, Pakistan Council of Architect and Town Planning and National
Computing Accreditation Council. The Quality Enhancement Cell is fully functional and
carrying out the function as per the guidelines of Quality Assurance Agency (QAA). The
Report on Business Plan
University of Engineering and Technology, Lahore Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 99
QEC is responsible to implement different evaluation techniques in teaching and learning.
Another area of focus is research for which a separate research center has been
established to monitor the quality and progress of research with emphasis on applied
research in collaboration with ORIC. However there is no information provided in the
Business Plan as how many research papers per year have been written or published?
University has planned to introduce seven new programs at postgraduate level to enhance
the number to sixty from existing fifty three. Similarly the number of postgraduate
students both Ph.d and M.Sc. would add 1287 new students during the life of the Business
plan.
The total enrollment of all the five campuses in 2012-13 has been 11067 and would be
increased to 14035 students by 2017-18. The university generated Rs. 45 million from
research and consultancy services during 2013. University has established a network of
international linkages with twenty international universities and research institute in the
developed countries. Similarly the industrial linkages have been established with twenty
two industrial enterprises.
For the development of human resources other than the degree programs university offer
short courses in Nano Technology and other highly sophisticated and emerging
disciplines.
On the financial side the annual budget of UET for 2012-13 have been Rs. 2459.56
million but university generated only Rs. 595 million from its own resources. The size of
the budget is the reflection of the financial capacity of the university which is quite large
and sophisticated but its capacity to generate financial resources is relatively small as
compared to other public sector institutes of higher education which generate on average
50% the financial resources.
UET is quite weak in the areas of community services and public private partnership.
There has been no efforts made or program initiated to involve the community around the
university and obtain support for higher education. However the UET has signed MOU
with thirty eight International universities for student exchange programs.
Findings:
i) It is quite strange that the faculty members of UET are reluctant to use ICT
services provided by the university. This probably reflects the fear as how to
manage change and come out from status quo or a mind set.
ii) The shortage of Ph.d. faculty in various disciplines have been identified but
the opening of four more campuses in different cities is in direct negation of
the shortage of trained and qualified staff.
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University of Engineering and Technology, Lahore Improved Strategic Management Planning and
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iii) There has been no significant program for faculty development mentioned,
established or identified.
iv) The financial resources generation has been insignificant as compared to the
overall budget of the university.
v) The university is quite weak to develop linkages with community or other
such services which benefits the community.
Recommendations:
i) UET need to focus on the consolidation program instead of expansion. The
satellite campuses should be encouraged to generate resources through the
provision of different services.
ii) There is a need to provide short training courses in the leadership and change
management and to get rid of reluctance to use ICT services.
iii) The faculty development program has to be prepared comprehensively both
within Pakistan and in foreign universities.
iv) The contact with community needs to be encouraged along public-private
partnership.
Doability:
The university has established four satellite campuses which suffer from shortage of
trained and qualified faculty and scares financial resources. Similarly the lack of
information about research publication may be attributed as another weak area. Although
the university is quite big managing over 11000 student and operating annual budget of
about Rs. 2.5 billion but only half billion is generated by the university. The number of
Ph.d faculty members is 200 out of about 900 total faculty. With major revisions in the
business plan it would be doable.
Report on Business Plan
University of Gujrat Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 101
UNIVERSITY OF GUJRAT
University of Gujrat has nine faculties and twenty seven departments offering fifty six
programs both at undergraduate and post graduate level inclusive of a Medical College.
The University of Gujrat has established a vibrant Quality Enhancement Cell to ensure
and monitor Quality of Education. There are Eighty Four Colleges affiliated in various
parts of Punjab and Federal Capital. The total number of teaching staff is four hundred
and eighty seven with only seventy seven holds Ph.d. degree which is almost 15 percent.
More than sixty percent of the faculty constitutes females. The average annual research
publications is about sixty five. The total student enrollment in 2012 has been 9527.
During the financial year 2012-13 the total revenue generated was Rs. 658.97 million and
anticipated expenditure was Rs. 889.21 million hence the deficit was Rs. 230.23 million.
The SWOT analysis has been done which reveals that the location of the university is a
strength as it is situated in the golden industrial triangle of Gujrat, Gujranwala and Sialkot.
There is greater possibility of collaboration with industry for joint project to generate
financial resources for the university. The major weakness is the small of faculty holding
Ph.d. degree and the city is less attractive for the faculty and students. The future
opportunities including a surging student enrollment because of the highly populated
geographical location with vast student catchment area. The threat is to retain the
qualified faculty which is already in small number.
In the context of Quality the university has established Quality Enhancement Cell.
University plans to modernize curriculum and has demonstrated some efforts in this
regard. Student evaluation of faculty and course review provides feedback and also the
employment of the graduated student held in identifying needs and weaknesses in the
curriculum. Similarly delivery method is updated and modernized through the intensive
use of ICT. In the field of research, efforts have been made but the research has not been
prioritized in the quality context. The number of research publications is small (65) as
compared to the number of faculty members which is 487. The university has identified
future plans for research development which demonstrate their commitment to research.
The university has established ORIC and intend to benefit from it and launch programs
through public private partnership.
The projected student enrollment by 2017 would be 14810 from the existing 9527. The
post graduate enrollment would surge from 940 to 2190 students. There is lot of internal
inconsistencies in the report. There have three different enrollment figures for the same
year under different headings and chapters. The number of degree program would be
increased to sixty from the existing thirty seven by the completion of the business plan.
The university has established international linkages with several foreign universities for
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University of Gujrat Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 102
exchange programs for joint degree programs, faculty and student exchange / program.
The number of faculty members with Ph.d. degrees would be 200 in 2017 from existing
seventy seven. How that would happen is not clear. Neither there is a plan nor any
resources allocation.
Findings:
i) Faculty training is quite a weak area despite enrollment surge of students.
Number of Ph.d. holders is quite small in a large faculty.
ii) There has been no plan and resources identification for the training of faculty.
iii) The research publication is another weak area. There has been no program
mentioned in the business plan about the promotion, generation and use of
research.
iv) Despite the fact that university is located in the geographical proximity of the
golden triangle (Gujranwala, Sialkot, Gujrat) no efforts have been visible to
develop linkages with the industry and business to generate resources.
v) The information provided in the business plan is internally inconsistent.
Recommendations:
i) A pragmatic faculty development plan needs to be developed for the next four
years with yearly breakdown. It must identify financial resources for this plan.
ii) Faculty members should be encouraged to improve their qualification and
obtain Ph.d. degrees. University need to provide some incentives for this
purpose which may include generous study leave, better prospects in career
development etc.
iii) Although the ORIC has been established the university has not been able to
utilize its potential to create linkages with Industry and other commercial
activities.
iv) The internal inconsistencies of the report should be removed.
Doability:
The student enrollment surge to about 10,000 is good and the key reason mentioned for
this is the location of the university in golden triangle of Gunjrawala, Gujrat and Sialkot.
The Ph.d. faculty is only 15% of the total teaching staff of 487. The university has neither
demonstrated nor planned any program for financial resources generation despite its
location at industrial and agriculturally rich land. The linkages with the industry is weak
and so is the community support services. Since the university is relatively new, however
it is expected to modify or revise the business plan as suggested in the findings and
recommendations of the university report. After the major changes the business plan
would be doable.
Report on Business Plan
University of Health Sciences, Lahore Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 103
UNIVERSITY OF HEALTH SCIENCES, LAHORE
The University of Health Sciences was established in 2002 and constitutes 16 Academic
Departments offering Ph.d, M.Phil and MS courses in Basic Medical and Dental Sciences.
These are 67 Medical Colleges and Institutes affiliated with the university. The UHS is a
different category of institute which plays the role of guardian in terms of admission
policy, conducting of examinations and declaring results, oversee the quality control of all
the medical colleges in the province of Punjab. In addition it imparts education mostly in
Basic Health Science at postgraduate and above level. It does not offer MBBS degree.
Hence its enrollment is small and so is the faculty. The university is more inclined
towards research because most of the degree programs are researched based.
The university has done SWOT analysis. Its key strength is the low cost but high quality
postgraduate medical education in Basic Medical Sciences. In addition simulation
laboratories for teaching and training are also available. The weakness is that there has
been no hospital attached to the UHS hence clinical teaching facilities are not available
for training and teaching. The middle level management is quite weak and there is lack of
interest to improve because of the unattractive service condition for management staff.
There is heavy dependency on the part time / visiting faculty. The opportunities include
growth potential in research especially in determining genetic and molecular basis of the
disease. The threat includes to retain qualified and experienced faculty because the
private sector offer better job opportunities and facilities to the senior faculty members.
The university has established a Quality Enhancement Cell to ensure better Quality of
Education and goal driven management. The Standard Operating Procedures (SOPs) have
been set for smooth functioning of the organization but the Quality Enhancement Cell
regularly monitor the performance. The QEC also carried out various surveys about the
student achievement, Teacher Evaluation and Administrative performance. This
demonstrates that UHS is quite vigilant to monitor and promote quality.
Another aspect of Quality is the Modernization and revision of Curriculum. The
university has set a rigorous procedure for curriculum revision and modernization.
Similarly lot of emphasis have been placed on the Methods of delivery. The UHS follows
face to face, hybrid instruction, e-learning, video conferencing, accelerated teaching
methods and hands on training. On the research side the performance of the university is
average. The research papers written during 2013 has been sixty five but the status of
their publication is not known. The university plans to enhance this number to one
hundred fifty by 2018.
The postgraduate enrollment in 2013 has been 160 which would be 400 as projected by
2018. But the university has serious problems of the dearth of Ph.d. Supervisors. The
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University of Health Sciences, Lahore Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 104
doctoral students in 2013 was 22 and would be increased to 70 by the completion of the
business plan. The total student population was 284 and would be increased to 1045 by
2017-18. This is quite unrealistic in view of the shortage of qualified faculty.
The UHS has established ORIC but it is not fully functional as its services for research
and coordination are not utilized fully. The university has made efforts to develop
international linkages and signed Memorandum of Understanding for faculty exchange,
joint degree programs and collective research project. The UHS is proactively working
for the establishment and promotion of ICT and moving to the direction of e-university.
The number of faculty members in 2013 has been 46 out of which 22 faculty members
hold Ph.d. degrees and projected number by 2017-18 would be 320 which looks quite
unrealistic specially in view of the scare financial resources. The university does not
generate much funds as compared to other universities in the public sector. UHS has
relatively small number of students and offer degree programs in quite limited disciplines.
The number of Ph.d. degree holder faculty is less than 50%.
On the financial side university generated resources worth Rs. 620.25 million during
2012-13 and the expenditure for the same year was Rs. 302.86 million with surplus of Rs.
317.38 million. This reflects prudent spending and good expenditure control. The
university has mentioned goals for financial sustainability but it needs strategies and
programs for this purpose. The efforts are being made in the entrepreneurial thrive but the
output is not forthcoming.
Findings:
i) There has been no hospital attached to the university which is an anomaly
being a university of Health Science offering degrees of M.Phil & Ph.d. which
are research based.
ii) The middle level management is quite weak and not interested to perform
duties because of their uncertain future and no career path and proper service
rules.
iii) Dearth of Ph.d. faculty to supervise the students for higher degree programs is
a serious issue.
iv) The issue of retention of qualified faculty is a challenge because the private
sector offer much better salaries and service conditions to the high qualified
and experience faculty.
Recommendations:
i) The new admissions for M.Phil and Ph.d. degrees should only be started if a
full-fledged hospital is attached to UHS. This has to be mandatory for
admission.
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Accountability in Public HEIs
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ii) The university needs to formulate proper service regulation for management
staff specially at middle level so that they are motivated to work and own the
organization they work for.
iii) Faculty training specially to obtain Ph.d. degree needs to be planned and
implemented. Financial resources for such a program needs to be properly
identified.
iv) The UHS must address the issue of retention of its highly qualified and
experienced faculty by providing incentive schemes.
Doability:
The university is the custodian of medical education in the province of Punjab by
instituting quality control, undertaking admission processes and conducting all the
examination of medical colleges. In addition it also imparts education and offer degree
programs in basic medical sciences subject at the level of M.A/M.Phil and Ph.d. degrees.
Despite these degree programs the university has no teaching hospital attached to it.
Similarly ph.d. faculty in basic health science is not available. The university is doing
good work in two areas. First is the centralized admission to all the Medical Colleges in
Punjab but only in public sector. Secondly the conduct of examination on regular basis
with professional competence is another strength. The business plan is doable with some
modification.
Report on Business Plan
University of Malakand Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 106
UNIVERSITY OF MALAKAND
The University of Malakand located in Chakdara at lower Dir has prepared the business
plan for the year 2013-2018. In the preparatory phase of the report the technique of
SWOT analysis is used. It has provided not only the analytical tools but also identified the
opportunities which would be further developed for the improvement and upgradation of
the university. The university is located in an area with very poor economic base where
health, education and accommodation facilities are extremely limited. It is one of the
hardest areas of KPK where International Donors are reluctant to provide any support or
partnership because of unsecure law and order situation. It also leads to budget constraints.
But report also highlights opportunities available at the university. There are some rare
species of medicinal plant with rich biodiversity. The closeness and cohesiveness of the
community is also an advantage for the public private partnership of the cottage industry.
The indicators of quality improvement has also been given adequate importance. The
Curriculum Revision, though modest, but it is a regular feature of the university activities.
The component of research is in the process of development but would take longer time
to excel in this field.
There are 56 faculty members with Ph.d degrees and the university intends to increase
this number to 200 by the end of 2018. On average the university would increase the
number of Ph.d faculty every year would be 28 which is an ambitious target. The
likelihood of the achieving this number is minimal because of several reasons. The first
one is the shortage of financial resources but also the non-availability of the faculty.
Similarly the law and order situation of Dir lower in particular and KPK in general is also
major hindrance. The retention of highly qualified faculty in remote and difficult terrain is
also a challenge. Despite the problems the university resolve is solid and should be
supported financially, technically and academically by provincial and federal
governments and also by donors. The research projects planned by the next five years is
100 but the number of projects approved is 50. If concerted efforts are made it is expected
a reasonable progress would be made to complete 25 projects from approved 50.
The university revenue collection for 2012-13 has been Rs. 411.902 million and this is
expected to increase to Rs. 783.00 million in 2018. The total expenditure during 2012-13
was Rs. 1028.00 million and expected to increase by Rs. 1766.50 million. Prudence is
recommended in the financial control.
The student population in 2012-13 is 4016 and expected to increase 6700 during 2017-18.
The major challenge would be to sustain the quality of teaching and research. The
university need to prioritize future program.
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January 28, 2015 Page | 107
First, the focus of increasing the student enrollment should be minimal. The increase
number of students would put extra burden on university resources. It is also correct that
increased enrollment would generate financial resources through fees and service charges
but the quantitative indicators would suffer.
Second, efforts should be made to train faculty members for higher degree programs of
M.Phil and Ph.d. This is a big challenge because it needs financial resources and also
incentive package to retain them in the university.
Third, the establishment and effective functioning of ORIC would provide opportunities
of commercialization of research.
Findings:
i) The university is located in one of the most difficult area of the province of
KPK. The accessibility, the insecurity, poor government infrastructure all
creates a precarious situation for the university. Even the donors are reluctant
to fund any projects there.
ii) The qualified faculty is in great demand but the conditions are so difficult that
already working faculty is difficult to retain.
iii) By the same taken the research has suffered despite the facts that faculty
makes efforts in this regard.
iv) The establishment and working of the ORIC should be seriously considered. It
would be a helpful option.
Recommendations:
i) Both federal and provincial governments should be generous in providing
funds to the university. It would be unfair to expect resources generation by
the university in present situation.
ii) The funding for the training of faculty within Pakistani universities and also
foreign universities should be provided on regular basis.
iii) Research quantity & quality would improve with the development of faculty.
iv) ORIC should be established to strengthen university activities for research,
innovation and commercialization.
Doability:
The university is located in one of the most difficult part of the province of KPK. The
inaccessibility, insecurity and poor government machinery creates a precarious situation
where the management and administration of the university is an uphill task. Despite all
these problems the university is functioning with an enrollment of over 4000 students, 56
faculty members with Ph.d. degrees and operates a budget of about Rs. 450 million in a
Report on Business Plan
University of Malakand Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 108
year. The university is deficient in area of research, faculty development, quality
improvement etc. but the university performance cannot be compared with other
universities located in relatively peaceful areas. The findings and recommendations have
been given in the report which need to be implemented. The business plan would be
doable.
Report on Business Plan
University of Science and Technology, Bannu Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 109
UNIVERSITY OF SCIENCE AND TECHNOLOGY,
BANNU
The University of Science and Technology Bannu was established in 2005 in one of the
most difficult geographical terrain and politically volatile environment. But in its short
history it has focused more on the opportunities which the new university offered than
blowing the weaknesses. Location is the strength for the students of Bannu, Marwat,
North Wazirastan and some parts of Karak find USTB geographically convenient to take
admission. Although the institutional structure is weak, Human resources less qualified
and unsophisticated but USTB has attracted lot of attention of Federal and provincial
governments and International donors because of its difficult situation and resolve in
confronting terrorism and poverty. The university has demonstrated seriousness in
development planning and programs have been of a great advantage to student.
Despite difficult terrain and backwardness the university is quite progressive in strategic
planning, program development and faculty development. Curriculum revision is an
important component of academic activities and so is the method of delivery in teaching
and curriculum management. The university extensively use ICT as major tool for
enhancing teaching-learning resources inclusive of internet, website, online digital library,
multimedia and laptop. The student enrollment is 2102 in 2012 at MS/M.Phil/Ph.d level.
This number would increase as projected to 3638 in 2017. In addition university offers
B.A/BS/M.A programs. The university is not lacking in research and published 136
papers in 2012 but very few are in impact factor journals. By 2017 the publication would
be enhanced to 300. The quality of research needs to be improved to the level so that
indexed and impact factor journal would accept the research papers.
The development of faculty program is a big challenge. At present 32 Ph.Ds (2012) are
teaching and 7 members are studying abroad. University needs a comprehensive Faculty
Development Program however it intends to add 30 more faculty members with Ph.Ds by
2017. It needs resources identification and sustained program of faculty hiring by the
university. Generous study leave facilities and other incentives should be given to faculty
members to pursue doctoral degree program within Pakistan also.
The university has successfully managed and generated financial resources. During
2012-13 the recurring budget was Rs. 143.842 million. The total PSDP program provided
Rs. 704.767 to university with Foreign Exchange Component of Rs. 71.22 million. In
addition the university generated Rs. 350 million from the International NGOs.
The financial accountability is being practiced in the university as is reflected from the
documentation of Business plan. During 2012-13 total income (government grants + self
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University of Science and Technology, Bannu Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 110
generated) of the university was about Rs. 270.33 million and total expenditure for the
same year was Rs. 264.77 million hence university saved about Rs. 5.5 million without
cancelling / closing any other degree program. However the university is still struggling
to establish linkages with Industry and Community. The establishment of ORIC is not yet
on the cards. Similarly university has not been able to extend the coverage of higher
education to the communities. However the student enrollment is increasing but the
meaningful role of community with higher education and university support to the
community in the form of joint collaborative programs, training etc. is missing.
The university needs to make special efforts for the development of faculty training. Six
Ph.ds every year needs to be added to the existing faulty as projected. It is quite a
challenge in Bannu. There are two options. One, hire Ph.d faculty members and give them
special incentives particularly financial to stay in difficult place like Bannu which is
almost semirural. Second encourage its non-Ph.d faculty to enroll in Ph.d programs in
other universities of Pakistan. USTB should give generous study leave with full pay and
other benefits. However if foreign scholarship or funding for study abroad becomes
available it should be immediately availed.
USTB should also focus on the establishment of ORIC because it would facilitate
research grants to researcher, open possibilities of commercialization of university
researches and also generate resources through public-private partnership.
Findings:
i) One of the major challenges is the faculty development. Few Ph.ds are
available and teaching in the university because of the difficult terrain and
extreme tribal and rural setting.
ii) Although the number of research papers as mentioned in the business plan is
136 during one year but the status of quality & publication is not known.
iii) ORIC has not been established and neither is any program reflected in the
Business plan. One reason could be the law and order situation which would
hinder the commercialization efforts.
iv) The linkages with industry and community are negligible. This could again be
the reason of security situation which is quite fragile.
Recommendations:
i) Government enhanced funding is necessary for the university. This would be
specially required for faculty development.
ii) Financial accountability is well practiced hence the increased resources by the
government would be well spent.
iii) The USTB should focus on the quality research instead of quantity.
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Accountability in Public HEIs
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iv) Establishment ORIC is needed for developing industry and community
linkages.
Doability:
Despite the fact that the university is located in a difficult geographical terrain and
dangerous security situation but university is quite progressive in strategic planning,
program and faculty development. Curriculum modernization and delivery methods of
teaching are important components of business plan. The university has an impressive
record of publishing 136 papers in a year and has enrollment of over 2000 students. The
university has done well in generating Rs. 350 million from international NGOs during
the last few years. During the operation of annual budget the university saved Rs. 5.5
million. There are some areas of weakness including the commercialization linkages and
ORIC not yet established. But the university has performed quite well and its business
plan is doable.
Report on Business Plan
University of the Punjab, Lahore Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 Page | 112
UNIVERSITY OF THE PUNJAB, LAHORE
The University of the Punjab is the oldest institution of higher education established in
pre-partition (1947) India in 1882. The university was both an examining as well as a
teaching entity from the very beginning. The Allama Iqbal Campus has been located on
the Mall and the New Campus (Quaid-i-Azam) was established in 1958 at canal bank.
The university has 13 faculties, 10 constituent colleges, 730 departments / centers /
institutes, 596 affiliated colleges, 33258 on campus students and 278,889 off campus
students. It has 1084 faculty members involved in teaching & research. The university has
40% faculty members with Ph.d. degrees. The SWOT as a hurried and casual exercise in
pure and applied sciences and ranked no. 1 by HEC as first among the general universities.
Majority of students come from middle and lower middle classes and university carries a
brand name among the public sector institutions. It has the largest number of affiliated
colleges. The weaknesses include insufficient i) on job training for faculty and
administrative staff ii) liaison between industry, community iii) resource sharing among
departments results into wastage. The opportunities lies in distance education revenue
generation, short professional courses, enhanced Ph.d. enrollment, efficient working of
ORIC and linkages with International universities and institutes. But political interference
is a persistent threat, decreasing registration and college affiliations, highly qualified
quality difficult to retain and decrease in government funding. The curriculum revision
and methods of delivery finds a significant importance in the Business plan to make the
content and instructions effective. The university offer degree programs both in semester
and annual system and there are 123 foreign students enrolled. The student enrollment
would surge to 46882 in 2018 from the baseline of 33258. The average annual publication
is 875 papers. How many of these in Impact factor journals is not known through the
Business plan. The university has made concerted efforts to generated and promote
quality research and formulate action for commercialization of research with industry.
The split degree programs have been implemented in collaboration with foreign
universities. The university has been doing very well in providing ICT services through
PERN-2 Network, Web Portal, software development, Digital Library, IP telephone
Project (VOIP), maintenance services, wireless network extension (Wi-Fi-) etc.
The total revenue for the year 2012-13 was Rs. 4781.1 million and the expenditure for the
same year has been Rs. 5385.2 million with deficit of Rs. 604.1 million. The HEC grant
was Rs. 1839.1 million and entire remaining amount was generated by the university. The
opening balance for 2012-13 was Rs. 487.619 million and closing balance was Rs. 116.49
million. The university intends to generated, on average 10.2% revenue every year till the
completion of the Business plan in 2018 by Rs. 10277 million. The projected number of
Ph.d. holders would be 636 in 2018 from 424 in 2013 which means 42 Ph.Ds per years
Report on Business Plan
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Accountability in Public HEIs
January 28, 2015 Page | 113
which is quite achievable. The university has signed MOUs with 75 universities of
international reputation through dual degree programs, joint research, faculty & student
exchange programs.
Findings:
i) Lack of any plan or program for the in services faculty and no incentives to
continue serving the university. Hence the university has not been able to
retain the qualified faculty specially with Ph.d. degree.
ii) Despite large faculty with many laboratories the university has not been able
to develop any substantive linkage with industry for commercialization.
iii) Poor coordination between and among the different departments and centers in
sharing and utilization of resources which results in duplication of efforts and
wastage of resources.
iv) Such a large university with huge enrollment, brand name, oldest institution
established in the 19th century, generates considerable resources just from
registration and tuition fees but still asking government most of the time to
provide more money to the university is not acceptable.
Recommendations:
i) University must generate resources by introducing and enlarging the number
of professional and applied courses, commercialize activities in collaboration
with industry, etc.
ii) The provision of faculty training specially enrollment in Ph.d. programs
should not only be encouraged but also planned with incentives of study leave,
reduced work load, visit to foreign universities, enhanced remuneration etc.
iii) The management of such a big outfit is a challenge. It should be improved
through planning efficient use of resources, professional internal monitoring
and financial control.
Doability:
The university operates a huge budget of Rs.4.7 billion but about 50% of this is generated
by the university. The business plan suggests that the university intended to generate on
average of 10.2% funds every year by 2018. The university has 40% faculty with Ph.d
degrees out of the total number of 1084 teaching staff. It has huge enrolment of 33258
students on campus and 278,889 students off campus. These off students are actually
enrolled and studying in different colleges of the province but affiliated with the
university as an examining body and degree awarding institution. The university is going
well in providing ICT facilities, split degree programs for faculty development and
generate financial resources. The university business plan is doable.
IMPROVED STRATEGIC MANAGEMENT PLANNING AND
ACCOUNTABILITY IN PUBLIC HEIS
Annexure-IV
REPORT ON PROGRESS AGAINST
BUSINESS PLANS OF HIGHER
EDUCATION INSTITUTIONS (HEIS)
VISITED BY CONSULTANT
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 1 |
Annexure-IV
REPORT ON PROGRESS AGAINST THE BUSINESS PLANS OF
HIGHER EDUCATION INSTITUTIONS VISITED BY CONSULTANTS
These reports are based on the discussions and meetings held with the focal group persons identified by HEC and the information
provided by the universities and the observations of the consultant.
INSTITUTE OF MANAGEMENT SCIENCES, PESHAWAR
Progress against the Business Plan as of January, 2015 is provided in the table given below:
Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Students
Undergraduate 1330 1360 1400 1598 1431 Progress Exceeded
Graduate/Post Graduate 1628 1700 1860 1179 1084 Progress steady but slow
Enhance student support services. No. of Buses 5 5 6 5 6 100% Achieved
No of Hostels 2 2 2 2 2 100% Achieved
Attract more students in all programs, particularly graduate and post graduate levels.
No. of linkages with academic nurseries 0 10 15 0 0 Negligible
Advertisement in press 5 10 15 22 15 Progress Exceeded
No. of Afghan Students 3 10 15 60 48 Progress Exceeded
Enhance student support services. No. of Buses 5 5 6 5 6 100% Achieved
No of Hostels 2 2 2 2 2 100% Achieved
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 2 |
Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Academic Programs
Introducing new specializations 1. Islamic Banking and Finance and Entrepreneurship & Innovation in the BBA Programs
4 6 6 5 5 Progress steady but slow
2. Software Engineering, Multimedia, and Networks in the BCS program
0 3 3 0 0 Negligible
Increasing participation of experts from industry in curriculum development
Number of experts from industry to be increased in curriculum development
1 3` 3 1 1 Progress steady but slow
Incorporating inputs from academic experts in curriculum on yearly basis
Frequency in revision of curriculum on yearly basis
0.5 1 1 1 1 100% Achieved
Increasing emphasis on research that solve problems faced by industry and the economy
Percent of research reports/thesis that solve problems faced by industry and the economy
10% 20% 30% 15% 20% Progress steady but slow
Increasing emphasis on case-based teaching methodology
Cases to be discussed in each class 0 1 1 1 1 100% Achieved
Increasing emphasis on independent studies and practical work through involvement of students in projects, internships, and study tours.
Percent of practical work 20% 30% 40% 25% 30% Progress steady but slow
Collaborating with foreign universities for guest lectures through video conferencing
Number of lectures through video conferencing
10 15 20 7 8 Progress steady but slow
Arranging special seminars and workshops Number of seminars 10 15 20 20 25 Progress Exceeded
Internally assessing our programs through Quality Enhancement Cell (QEC).
Yes Yes Yes Yes Yes 100% Achieved
Externally accrediting the non-accredited programs from relevant accrediting agencies.
1 Program
2 Programs
2 Programs
1 Program
1 Program
Progress steady but slow
Introduction of new programs Introducing BS Telecom Systems program
0 1 1 0 1 Progress steady but slow
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 3 |
Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Systematically identifying and approaching new sources of students’ scholarships
Percentage of students with scholarships
44% 55% 56% 48% 40% Progress steady but slow
Increasing the Institute’s exposure among educational nurseries through orientation for the students and faculty in the prospective institutes
No of colleges to be visited for orientation
0 10 15 0 0 Negligible
Arranging co-curricular and extra-curricular activities such debates, cultural dramas, mock sessions, exhibitions, sports
Number of co-curricular and extra-curricular activities to be arranged
0 5 10 19 28 Progress Exceeded
Recruiting, training, and developing highly qualified faculty and staff members to deliver quality education and project distinctive image of the institute
Number of faculty members with PhD 27 30 40 25 29 Progress steady but slow
Introducing new specializations Islamic Banking and Finance and Entrepreneurship & Innovation in the MBA (3-Semester) and MS (Management) Programs
3 5 5 3 3 Progress steady but slow
Corporate Finance and Public Finance in MSc (Finance)
1 2 2 1 1 Progress steady but slow
Increasing participation of experts from industry in curriculum development
Number of experts from industry to be increased in curriculum development
1 3` 3 1 1 Progress steady but slow
Incorporating inputs from academic experts in curriculum on yearly basis
Frequency in revision of curriculum on yearly basis
0.5 1 1 1 1 100% Achieved
Increasing emphasis on research that solve problems faced by industry and the economy
Percent of research reports/thesis that solve problems faced by industry and the economy
10% 20% 30% 25% 30% 100% Achieved
Increasing emphasis on case-based teaching methodology
Cases to be discussed in each class 0 1 1 1 1 100% Achieved
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Increasing emphasis on independent studies and practical work through involvement of students in projects, internships, and study tours.
Percent of practical work 20% 30% 40% 25% 30% Progress steady but slow
Collaborating with foreign universities for guest lectures through video conferencing
Number of lectures through video conferencing
10 15 20 7 8 Progress steady but slow
Arranging special seminars and workshops Number of seminars 10 15 20 20 25 Progress Exceeded
Internally assessing our programs through Quality Enhancement Cell (QEC).
Yes Yes Yes Yes Yes 100% Achieved
Externally accrediting the non-accredited programs from relevant accrediting agencies.
Number of programs to be externally accredited
1 1 1 1 1 100% Achieved
Introduction of new programs Introducing MS Statistics, Development Studies, and Project Management
0 3 3 1 2 Progress steady but slow
Introducing MS Telecom Systems 0 1 1 0 0 Negligible
Systematically identifying and approaching new sources of students’ scholarships
Percentage of students with scholarships
44% 55% 56% 43% 80% Progress Exceeded
Increasing the Institute’s exposure among educational nurseries through orientation for the students and faculty in the prospective institutes
No of colleges to be visited for orientation
0 10 15 0 0 Negligible
Arranging co-curricular and extra-curricular activities such debates, cultural dramas, mock sessions, exhibitions, sports
Number of co-curricular and extra-curricular activities to be arranged
0 5 10 19 28 Progress Exceeded
Recruiting, training, and developing highly qualified faculty and staff members to deliver quality education and project distinctive image of the institute
Number of faculty members with PhD 27 30 40 25 29 Progress steady but slow
Increasing emphasis on research that solve problems faced by industry and the economy
Percent of research that solve problems faced by industry and the economy
10% 20% 30% 15% 20% Progress steady but slow
Third Party Validation Study
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Increasing emphasis on independent studies and practical work through involvement of students in projects
Percent of practical work 20% 30% 40% 25% 30% Progress steady but slow
Collaborating with foreign universities for guest lectures through video conferencing
Number of lectures through video conferencing
10 15 20 7 8 Progress steady but slow
Arranging special seminars and workshops Number of seminars 10 15 20 20 25 Progress Exceeded
Internally assessing our programs through Quality Enhancement Cell (QEC).
Yes Yes Yes Yes Yes 100% Achieved
Introducing PhD Economics and Development Studies
2 3 4 3 3 100% Achieved
Systematically identifying and approaching new sources of students’ scholarships
Percentage of students with scholarships
44% 55% 56% 40% 70% Progress steady but slow
Increasing the Institute’s exposure among educational nurseries through orientation for the students and faculty in the prospective institutes
No of colleges to be visited for orientation
0 10 15 0 0 Negligible
Recruiting, training, and developing highly qualified faculty and staff members to deliver quality education and project distinctive image of the institute
Number of faculty members with PhD 27 30 40 25 29 Progress steady but slow
Research and Consultancy
Workshops / seminars on research and consultancy proposals
9 workshops / seminars 0 1 2 2 2 Progress Exceeded
Members of Research Committee from multiple disciplines
8 members of the Research Committee from multiple disciplines
4 8 8 8 8 100% Achieved
IMSciences Travel Grants Program 45 travel grants for local research conference
0 5 10 3 1 Negligible
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
IMSciences Research Project Program (IRPP)
25 small-scale research projects funded by IMSciences
0 5 5 0 15 100% Achieved
Case studies prepared by IMSciences faculty and students
14 case studies 0 2 2 0 2 Progress steady but slow
Revision of Faculty Promotion Criteria A document on faculty promotion criteria
0 1 1 0 0 Negligible
Academic conferences organized by IMSciences
4 conferences 0 0 1 0 1 100% Achieved
Revision of faculty workload formula A document on faculty workload with a balance between teaching and research / consultancy
0 1 1 0 0 Negligible
Sabbatical leaves granted 20 sabbatical leaves 0 4 4 0 0 Negligible
Joint research projects with the industry 18 research projects with industry 0 1 2 5 2 Progress Exceeded
Industry-Academia Brainstorming sessions / seminars
9 brainstorming sessions / seminars 0 1 2 0 0 Negligible
Regional University-Industry Conference (RUIC)
4 RUICs 0 0 1 0 0 Negligible
International Academic Network
New/Revised MoUs with international universities
11 new/revised MoUs signed 1 2 2 3 2 100% Achieved
New/Revised curricula developed 16 new/revised course curricula developed
0 0 4 3 3 Progress steady but slow
Student Exchange Program launched 20 students sent abroad through exchange program
0 0 5 21 17 Progress Exceeded
Faculty Exchange Program launched 20 IMSciences faculty members sent abroad through faculty exchange program
0 0 5 2 3 Progress steady but slow
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Semester courses delivered by faculty from new international partner universities
10 semester courses 0 0 1 0 0 Negligible
Lectures / seminars delivered by faculty from new international partner universities
42 lectures / seminars 7 7 7 0 0 Negligible
Infrastructure and Facilities
Establishment of 10 new state of the art I.T Labs
No. of I.T Labs 6 9 10 7 7 Progress steady but slow
Enhancement and upgradation of the existing I.T infrastructure
No. of Servers installed 9 11 12 12 12 100% Achieved
No. of Servers upgraded 0 3 3 3 3 100% Achieved
Main Bandwidth (Mbps) 52 52 96 52 70 Progress steady but slow
Campus Management Solution 0 1 1 1 1 100% Achieved
Recruitment of additional I.T staff No. of administrative I.T Staff 13 18 18 18 19 100% Achieved
Human Resource
Standardization of procedures Number of faculty / staff who will benefit from Employees handbook
PhD: 27
Faculty PhD: 30
Faculty PhD: 40
Negligible
Non PhD:84
Non PhD:92
Non PhD:109
Negligible
Staff 118 Staff 122 Staff 130 Negligible
Number faculty / staff who will benefit from development of Policies/SOP’s
PhD: 27 PhD: 30 PhD: 40 25 29 Progress steady but slow
Non PhD:84
Non PhD:92
Non PhD:109
62 61 Progress steady but slow
Staff 118 Staff 122 Staff 130 123 135 100% Achieved
Recruitment & Retention of employees Number of Jobs redesigned 54 5 0 2 0 Progress steady but slow
Number of selection tools/techniques revised
2 0 2 0 0 Negligible
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Performance improvement through training & development
Number of workshops/seminars/conference conducted
0 2 2 0 4 Progress steady but slow
Number of trainings arranged for skills development
25 (on job)
15 (off job)
55 55 60 50 Progress steady but slow
Improve effectiveness of performance Number of faculty/staff facilitated through revision of performance appraisal tools
27 244 279 210 225 Progress steady but slow
Number of feedback/ exit interviews conducted
0 1 1 0 0 Negligible
Competitive reward No. of pay components revised (basic pay, conveyance, medical and house rent allowance)
4 4 4 2 2 Progress steady but slow
No of surveys conducted for job equity 0 1 0 0 1 100% Achieved
Introduction of new components in pay (Adhoc Relief Allowance)
1 1 1 1 1 100% Achieved
Pay revised for number of jobs 229 244 279 210 215 Progress steady but slow
Matching of demand with supply of HR Number of HR audits conducted 0 1 1 0 0 Negligible
Skill and Management Inventories developed
0 1 1 0 0 Negligible
Finance
Automation of Accounting System Spending on development of ERP modules
3.3 M 3.8 M 4.4 M 2.32 M 2.04 M Progress steady but slow
New financial and accounting policies Number of new policies developed 0 3 3 0 0 Negligible
Number of periodic reports issued. 4 2 2 0 1 Progress steady but slow
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Reducing the budgetary deficit Amount by which deficit curtailed 1.5 M 1.5 M 20.91 M 05.74 M Progress Exceeded
Increase in return on investments 5M 5M 5M 1.44 M 4.99 M Progress steady but slow
Increase in Cash inflows/(Decrease in Cash outflow)
5M 7.5M 10M 98 M (18.85 M) Progress Exceeded
Rationalization of Operational Expenses Amount by which expenditure curtailed 0.5M 1M 1.5M (33 M) (5 M) Progress Exceeded
Strong Internal Control System Number of Internal Audit Reports submitted
2 2 4 1 2 Progress steady but slow
Efficiency of Accounting System Amount of time reduced in Payment Process.
1 Day 2 Day --- --- Negligible
Professional Development of staff Number of workshops and training courses arranged.
2 2 3 2 6 100% Achieved
Networking
Engaging network partners to align their resources with IMSciences
No. of FGDs/Seminars with network partners
0 2 2 Negligible
No. of internships / jobs / on-job trainings
25 50 50 101 130 Progress Exceeded
No. of meetings for periodic input from network partners on curriculum
0 1 1 Negligible
No. of faculty projects funded by network partners
12 15 15 1 1 Negligible
Linkages with National and International Donors
Arranging IMSciences Alumni Reunion Number of Reunion Arranged 5 10 15 0 0 Negligible
Development of Online Donation System Funds raised through online donation system
0 2 4 0 0 Negligible
Developing database of Corporations, Foundations and Individuals
Number of corporations, foundations and individuals data in place
80 120 250 150 300 Progress Exceeded
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Identifying mutual interests, priority areas and agendas for discussions followed by proposal for future collaboration
Number of proposals, developed and followed by MoUs
6 12 18 5 5 Progress steady but slow
Individual Meetings in IMSciences or at Donor's Place
Number of donor meetings held 25 50 75 42 61 Progress steady but slow
Arranging Fund Raising Dinners Number of fundraising dinners held 0 2 4 0 0 Negligible
Initiating financial aid outreach and communication campaign
Number of applications submitted and evaluated
770 800 820 868 927 Progress Exceeded
Disseminating information with Govt Offices and Institutes
Number of letters sent to Govt Offices and Institutes
21 50 150 75 184 Progress Exceeded
Arranging ISAC committee meetings for selection of most deserving candidates
Number of meetings held 3 3 4 3 3 Progress steady but slow
Attending NSMC committee meetings for approval of selected candidates
Number of meeting attended 3 3 3 3 3 100% Achieved
To acquire membership for IMSciences in Financial Aid / Grants Management and Institutional Advancement internationally high rated professional associations.
Number of memberships approved 0 2 4 0 0 Negligible
Arranging awards distribution ceremonies, to recognize the donors of the financial aid programmes
Number of ceremonies held 3 6 9 5 7 Progress steady but slow
Marketing & Promotion (Branding) Academic Excellence
To promote the Institute and its programs in the national press
Number of times IMSciences profile projected in press
5 10 15 21 15 Progress Exceeded
To send the Institute’s profile highlighting its achievements to the top management of selected corporate and public sector organizations, donors, and other relevant bodies.
Number of letters sent to highlight the Institute’s profile and achievements
0 50 100 75 104 Progress Exceeded
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Arranging job fairs Number of job fairs arranged 1 2 2 2 0 Progress steady but slow
Inviting executives from reputed firms as guest speakers
Number of guest speakers invited 5 10 20 5 0 Negligible
Participating in educational expos all over Pakistan
Number of expos to be attended by faculty and students
1 2 2 1 1 Progress steady but slow
Visits to all colleges and Conducting orientations for the students and faculty in the prospective institutes
Number of visits to educational nurseries
0 10 15 0 0 Negligible
Arranging co-curricular and extra-curricular activities such debates, cultural dramas, mock sessions, exhibitions, sports, etc.
Number of co-curricular and extra-curricular activities arranged
0 5 10 19 28 Progress Exceeded
Develop a corporate social responsibility (CSR) policy that focuses on internal stakeholders, the community, the market place, and the natural environment.
Preparation of policy document 0 1 1 0 0 Negligible
Respond systematically to major natural catastrophes such as earthquakes and floods in the form of physical and financial support
Number of catastrophic events responded to
2 3 4 2 2 Progress steady but slow
Enhance awareness about cleanliness and community services among students of the Institute
Number of seminars/lectures conducted for awareness
1 2 3 3 4 Progress Exceeded
Train program teams, for each program, in the self assessment process through workshops.
Arrange workshops for the training of program teams (PTs).
2 4 4 4 4 100% Achieved
Complete the assessment process in all programs.
Prepare Self Assessment Reports (SARs) for programs.
8 8 8 10 13 Progress Exceeded
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Implement recommended measures against the weaknesses identified in the assessment process.
6 8 8 10 10 Progress Exceeded
Membership of international QA bodies. No. of memberships acquired. 2 1 1 2 2 Progress Exceeded
Staff training in QA processes. No. of workshops/certification programs attended.
2 3 3 5 7 Progress Exceeded
Devise and implement standard policy for planning and establishing new academic programs.
No. of new programs which were established following standard policy.
0 2 2 0 0 Negligible
Devise and implement cost benefit analysis system for academic programs.
No. of programs where cost benefit analysis is completed.
0 2 2 0 0 Negligible
Courses evaluation No. of programs where course evaluations are completed.
1 8 8 19 23 Progress Exceeded
Program curriculum No. of programs where the curriculum audit is completed.
0 4 4 0 0 Negligible
Accreditation from NBEAC No. of programs accredited from NBEAC
2 1 1 0 0 Negligible
Accreditation from NCEAC No. of programs accredited from NCEAC
0 1 1 0 0 Negligible
Introduction:
This Institute is much smaller in enrollment and physical infrastructure as compared to other three universities visited by the
consultant. But the Institute provided comprehensive information for the progress report and generates more than 70% financial
resources.
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Methodology:
The method of analysis adopted is uniform for all the universities visited for this validation exercise. The progress has been
measured against four indicators. First, Progress has exceeded the targets, Second, Progress achieved 100% percent, Third,
Progress is steady but slow and Fourth, Progress is negligible. Each column of the progress report has been measured against
these four criterions. One category of responses were added and divided with total number of KPIs to calculate the percentage. If
the cumulative percentage of the first three responses was 70% or more than the work plan has been rated as doable. The higher
the percentage chances of success would be more.
Findings:
As an outcome of this formula the result of analysis is as follows:
Progress Exceeded 20%
100% target achieved 20%
Progress steady but slow 33%
Negligible 27%
If we add the percentage of first three indicators the total would be 73% which demonstrates that the plan is doable.
The key areas of strengthen of the institute include Increased Enrollment, Curriculum Revision, Resource Generation, Financial
Sustainability and Teaching Methods. The weak areas are Research Publications, consultancies, international networking, and
number of Ph.d. faculty.
Recommendation: Business plan is doable.
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KOHAT UNIVERSITY OF SCIENCE AND TECHNOLOGY
Progress against Business plan as of January, 2015 is presented in the table given below:
Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Students
Program based students 3023 3873 4733 3642 2818 Progress steady but slow
Post Graduate students 329 329 389 304 435 Progress Exceeded
International students 310 0 0 Negligible
Total 3946 3252 Progress steady but slow
Academic Programs
Expanding existing Undergraduate programs 2777 students enrolled 3023 3873 4733 3642 2818 Progress steady but slow
Launching new Undergraduate programs 08 programs launched 2 0 0 Negligible
Expanding existing Graduate programs 186 students enrolled 329 329 389 304 435 Progress Exceeded
Launching new Graduate programs 08 programs launched 2 0 0 Negligible
Research and Consultancy
Inculcating the research and consultancy culture
440 Research publication 300 360 440 475 723 Progress Exceeded
15 training courses organized 0 3 3 34 15 Progress Exceeded
Revenue generation from Research and consultancy
15 Market oriented research culture trainings imparted
0 3 3 6 6 Progress Exceeded
International Academic Network
Strategic linkage with DAIs of International repute
22 MoUs signed with international 4 4 3 6 6 Progress Exceeded
Academic programs 22 Curricula reviewed 0 4 3 3 3 100% Achieved
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Student exchange program 75 Identification and selection of discipline
4 5 10 0 0 Negligible
Infrastructure and Facilities
Planning for infrastructure and allied facilities 01 Review of existing facilities 1 1 0 1 100% Achieved
01 Project formulation 1 0 1 100% Achieved
04Implementation of approved projects 1 1 1 100% Achieved
Information and communication technology (ICT)
01 Review of existing facilities 1 1 0 0 Negligible
01 Project formulation 1 0 0 Negligible
04Implementation of approved projects 1 0 0 Negligible
Human Resource
General HR policies 01 Development of policies 1 1 1 1 1 100% Achieved
01 Implementation of policies 1 1 1 1 1 100% Achieved
Recruitment and retention policies Development of policies for recruitment of 1113 staff
500 Nos 701 902 531 560 Progress steady but slow
Implementation of policies for recruitment of 1113 staff
500 Nos 701 902 531 560 Progress steady but slow
Growth and development Development of policies for 180 HRDs 80 100 120 83 85 Progress steady but slow
Implementation of policies for 180 HRDs
80 100 120 83 85 Progress steady but slow
Performance management Development of policies for 1113 staff members
500 Nos 701 902 531 560 Progress steady but slow
Implementation of policies for 1113 staff members
500 Nos 701 902 531 560 Progress steady but slow
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Remuneration and benefits Development of policies for 1113 staff members
500 Nos 701 902 531 560 Progress steady but slow
Implementation of policies for 1113 staff members
500 Nos 701 902 531 560 Progress steady but slow
Finance
Income Student fee of Rs. 1020.94 121.99 152.58 185.95 84.22 85.059 Progress steady but slow
Investment of Rs. 87.5 15 16.5 17 23 23.05 Progress steady but slow
Consultancies of Rs. 6.7 0 0 0 0 0 N.A
Research (Grants) of Rs. 29 4.36 4.5 5 5.344 1.487 Negligible
Conduct of Exams of Rs. 119.5 15.2 17.5 20.5 40.5 39.335 Progress Exceeded
Misc. income Rs. 8.4 1 1.2 1.4 44.238 32.905 Progress Exceeded
Government grant of Rs. 5370.50
Recurring Grant of Rs.3370.50 358.45 482.32 607.91 228.365 284.964 N.A
Development Grant of Rs. 2000 159.42 400 400 113.42 50 Negligible
Total 675.42 1074.6 1237.76 539.087 516.8
Expenditure Establishment charges of Rs. 3596.00 360 505 649 338.792 327.175 Progress steady but slow
Recurring operational expenses of Rs. 1046.54
156 169.6 188.76 101.875 139.625 Progress steady but slow
Capital expenditure (Developmental) of Rs. 2000
159.42 400 400 98.42 50 Negligible
Total 675.42 1074.6 1237.76 539.087 516.8
Networking
Coordination with government bodies Coordination with 05 Government agencies strengthened
5 5 5 5 5 100% Achieved
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Linkage with industry 15 Awareness campaigns launched through ORIC
3 3 3 0 0 Negligible
24 Curricula reviewed once a year 16 18 20 18 20 100% Achieved
Funds received of Rs. 4.72 million by 2017
0 0 N.A
Alumni 01 Development of database 1 1 1 1 100% Achieved
Contribution from alumni (PKRs 01 million)
0 0 N.A
Community 15 Awareness campaigns launched through ORIC
3 3 0 0 Negligible
Participation of community leaders in major 10 events
2 2 2 2 100% Achieved
Linkages with National and International Donors
Revenue generation and student support Revenue generation (collaborative research)ofRs. 22.5 millions
4.36 4 3.5 12.348 1.487 Progress Exceeded
Foreign capital assistance of Rs. 4 million
1 0 0 Negligible
Scholarships of Rs. 2.5 million 0.5 0.5 4.197 2.254 Progress Exceeded
Marketing & Promotion (Branding) Academic Excellence
Branding of academic excellence 01 Establishment of ORIC 1 1 1 100% Achieved
15 Marketing campaign for intake 3 3 3 3 100% Achieved
15 Motivation for research and consultancy
3 3 3 3 100% Achieved
Entrepreneurial thrive Implementation of business plan 1 1 1 100% Achieved
100% Outcome of Research products 25% in process in process Progress steady but slow
04 Public-private partnership agreement 1 20 0 Progress Exceeded
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Program self assessment report 10 Self assessment report of programs/departments
11 2 2 4 3 Progress Exceeded
Teacher evaluation 100% Teaching evaluation 100 100 100 100 100 100% Achieved
Introduction:
The university is located in one of the most volatile region and is relatively young in years. It also provided useful information
against the targets.
Methodology:
The method of analysis adopted is uniform for all the universities visited for this validation exercise. The progress has been
measured against four indicators. First, Progress has exceeded the targets, Second, Progress achieved 100% percent, Third,
Progress is steady but slow and Fourth, Progress is negligible. Each column of the progress report has been measured against
these four criterions. One category of responses were added and divided with total number of KPIs to calculate the percentage. If
the cumulative percentage of the first three responses was 70% or more than the work plan has been rated as doable. The higher
the percentage chances of success would be more.
Findings:
Progress Exceeded 25%
100% target achieved 27%
Progress steady but slow 22%
Negligible 26%
Third Party Validation Study
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If we add the percentage of first three indicators the total would be 74% which qualifies the Business Plan as doable.
The key areas of strength are Marketing & Promotion of Academic Excellence despite precarious security situation, Financial
support to students, enrollment at post graduate level, Research Publication but weak areas include Student Exchange Program,
ICT, Faculty development, Community activities, Linkages with industry (networking) etc.
Recommendation:
Business plan is doable.
Third Party Validation Study
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January 28, 2015 | 20 |
QAUID-I-AZAM UNIVERSITY, ISLAMABAD
Progress against the Business Plan as of January, 2015 is indicated in the table given below:
Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Students
Undergraduate 779 1558 1715 1084 1595 Progress steady but slow
Postgraduate
M.Sc. 3807 4188 4607 3932 3766 Progress steady but slow
M. Phil. 1541 1695 1865 1669 1946 Progress Exceeded
Ph.D. 727 800 880 783 948 Progress steady but slow
Post graduate Diploma 29 31 34 0 0 Negligible
Provide excellent student services 15% Enhancement in budget for repair and maintenance @ 3% per year
0 3% 3% 0 0 Negligible
10 food courts 28 2 2 3 2 100% Achieved
Sports complex 0 0 1 0 0 ~ Negligible
02 Health Center 1 0 1 0 0 ^ Negligible
06 Student Hostels 9 1 1 1 1 100% Achieved
17 Sports events 12 6 2 4 2 100% Achieved
Establishment of career counseling office
0 1 0 0 0 Negligible
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Academic Programs
Further enhance the Quality of education and service
Affiliation of 100 Federal Colleges 30 20 20 0 @ 0 Negligible
Construction of secrecy branch and examination halls
0 1 1 1 0 # Negligible
18 Workshops for teachers and administrative staff
1 2 4 4 4 100% Achieved
Expanding existing programs Enrollment of 476new students 779 78 86 305 511 Progress Exceeded
Expanding new programs in Social, Biological & Natural Sciences
10 new programs 3 2 2 6 2 Progress Exceeded
Attracting quality students to join QAU 3724 students 6104 610 671 1364 787 Progress Exceeded
Expanding postgraduate programs 11 new programs 27 3 2 1* 3 Progress steady but slow
Infrastructure for learning/supervision/student’s welfare
145 (Symposia Workshops/ Seminars ) 24 29 29 Negligible
Facilitating Research-intensive postgraduate program
16 ( products of industrial linkages ) 12 2 2 3 1 100% Achieved
Research and Consultancy
Promoting research and consultancy culture 51 (Research Projects) 37 7 8 83 68 Progress Exceeded
Revenue generation from research and consultation
16 ( products of industrial linkages ) 12 2 2 2 1 Progress steady but slow
International Academic Network
Establishing strategic linkages of repute around the globe
25 MOUs 25 5 5 10 10 Progress Exceeded
Establishing Student exchange program 25 Students Nil 5 5 0 0 Negligible
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Infrastructure and Facilities
Improvement of IT facilities 10 IT Labs 21 2 2 2 2 100% Achieved
Strengthening of Research Labs 06 Research Labs 51 1 1 1 1 100% Achieved
Strengthening of ICT Infrastructure 100% 50% 75% 100% 100% 0 Negligible
Human Resource
Academic Staff 399 438 481 470 481 Progress Exceeded
Ph.D. Holders 299 338 381 353 363 Progress Exceeded
Strengthening to the Administrative Staff 844 1392 1530 1682 1601 1604 100% Achieved
Improvement of Quality Enhancement Cell 08 QEC Staff 1 4 6 2 0 Progress steady but slow
Hiring merit based personals. 1084 1791 1968 2163 2071 2085 100% Achieved
Striving for 100 percent Ph.D. Faculty 100% 299 338 381 353 363 100% Achieved
Finance
Encouraging Faculty and Students for entrepreneurship thrive
15 R&D Projects 10 5 3 5 1 Progress steady but slow
Enhancing internal resources of Income 4200 students 6883 688 757 1364 787 Progress Exceeded
Through ORIC 10 ( products for industrial linkages ) 8 2 2 2 1 Progress steady but slow
Networking
Improvement of industry relationship through ORIC
10 products 8 2 2 3 1 100% Achieved
Build long-term and sustainable partnerships with Govt. Agencies, Industry, Alumni and Community.
15 industries/agencies 5 5 2 5 2 100% Achieved
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Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Linkages with National and International Donors
Improving National donor-recipient relations 2376 scholarships 3898 389 428 601 569 Progress Exceeded
Increase liaison with more international donors
20 scholarships 38 3 4 45 67 Progress Exceeded
Marketing & Promotion (Branding) Academic Excellence
Investing to market and promote academic excellence
23 programs 29 6 5 Negligible
Introduction:
Qauid-i-Azam University is one of the prestigious Federal universities located in Islamabad. It has built its reputation on the basis of
research and training at M.Phil and Ph.d levels.
Methodology:
The method of analysis adopted is uniform for all the universities visited for this validation exercise. The progress has been
measured against four indicators. First, Progress has exceeded the targets, Second, Progress achieved 100% percent, Third,
Progress is steady but slow and Fourth, Progress is negligible. Each column of the progress report has been measured against
these four criterions. One category of responses were added and divided with total number of KPIs to calculate the percentage. If
the cumulative percentage of the first three responses was 70% or more than the work plan has been rated as doable. The higher
the percentage chances of success would be more.
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 24 |
Findings:
Progress Exceeded 25%
100% target achieved 25%
Progress steady but slow 21%
Negligible 29%
If we add the percentage of first three indicators the total is 71% which demonstrates that Business Plan as doable.
The key areas of strength of the university include Expansion of Student Program of studies, Research publications, Linkages with
national/international donors and ICT. The weak areas include Marketing & Promotion of Commercialization, provision of student
services, Student exchange program and Curriculum revision.
Recommendation:
Business plan is doable.
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 25 |
ISLAMIA UNIVERSITY BAHAWALPUR
The consultant visited Islamia University Bahawalpur on January 26, 2015 as coordinated by HEC. I had the opportunity to hold
meetings with following Academic and management staff:
Sr. # Name of Participants Designation Contact # E-mail ID
1 Prof. Dr. M. Asghar Hashmi Dean, Faculty of Science/Acting Vice-Chancellor 0345- 9440588 mhashmi@iub.edu.pk
2 Prof. Dr. Mahmood Ahmed Dean, Faculty of Pharmacy 0345-9440582 ma786_786@yahoo.com
3 Prof. Dr. Mamoona Ghani Dean, Faculty of Arts/Chairman Deptt. of English 0345-9440683 drghani2009@yahoo.com
4 Prof. Dr. Jan Muhammad Keerio Principal, Engineering College/Principal Officer
(Works)
0345-9440584 engr_jmkeerio@hotmail.com
5 Muhammad Ali Wallana Director (P&D) 0345- 9440595 wallanama@gmail.com
6 Dr. Saeed Ahmed Buzdar Director (QEC) 0345- 9440663 saeed.buzdar@iub.edu.pk
7 Muhammad Asim Khan Treasurer 0345- 9440602 treasurer@iub.eed.pk
8 Ashraf Javed Rana Director (IT) 0345-9440668 director.it@iub.edu.pk
9 Imtiaz Ali Sukhera Controller of Examination 0345-9440598 ce@iub.edu.pk
10 Dr. M. Usman Cheema Senior Medical Officer 0345-9440603 smo@iub.edu.pk
11 Farkhanda Tahseen Deputy Director (P&D) 0332 6946345 tahseenfarkhanda@gmail.com
12 Tahira Akhtar Deputy Registrar (Alumni & Career Development) 0345-9440634 cdc@iub.edu.pk
13 M. Shaji-ur-Rehman Assistant Director (P&D) 0300- 6801805 adc@iub.edu.pk
14 Rao Mazhar Hussain Assistant Director (QEC) 0300-6800314 mazhar.rao@iub.edu.pk
15 Irfan Hidayat Assistant Registrar 0333-4734490 ar.asr@iub.edu.pk
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 26 |
A comprehensive visit to the New Campus was also made by the consultant. Progress against the Business Plan as of January,
2015 is measured in the table given below:
Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Students
Career Development Services & Sports Resume writing & interview trainings/orientation delivered to 6000 students per annum
2000 3500 5000 1900 1200 Progress steady but slow
20 Inter-varsity debate competitions and major social events conducted per annum
4 8 12 26 32 Progress Exceeded
02 Job fairs conducted per annum 1 1 2 3 2 Progress Exceeded
Academic Programs
Bachelor Programmes (3894) Students Enrolled 8106 9000 9700 8898 9473 Progress steady but slow
Master Programme (2642) Students Enrolled 7358 7800 8400 6951 7450 Progress steady but slow
M.Phil Program (1000) Students Enrolled 1000 1250 1300 1139 1411 Progress steady but slow
PhD Programmes (200) PhD Scholars Enrolled 300 320 370 306 267 Progress steady but slow
Industrial / organizational / institutional Trainings
Industrial/ institutional Tours by students
1800 1950 2100 1619 1898 Progress steady but slow
Internships availed 500 550 600 1764 1919 Progress Exceeded
Research and Consultancy
Research 179 Publications Published 171 200 240 480 470 Progress Exceeded
International Academic Network
Academic Linkages 10 MoUs & agreement signed 5 7 9 9 15 Progress Exceeded
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 27 |
Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Infrastructure and Facilities
Buildings 4 new Academic Blocks constructed 6 7 8 7 8 100% Achieved
3 Auditoriums constructed 7 9 9 7 8 100% Achieved
Allied facilities 4 Hostels constructed for students 9 9 10 9 11 100% Achieved
10 new Buses procured 35 37 39 35 35 Progress steady but slow
2 new Medical Centers created 2 2 3 2 3 100% Achieved
Automation and Networking Infrastructure 200 Mbps Bandwidth increased/enhanced
100 Mbps 120 170 120 140 Progress steady but slow
900 Nodes increased/enhanced 1100 1300 1500 2000 3500 Progress Exceeded
12 Servers installed 0 4 6 4 6 100% Achieved
235 Wi-fi Access Points created 65 130 180 65 75 Progress steady but slow
Human Resource
Manpower 390 Faculty recruited 510 610 660 548 567 Progress steady but slow
67 Administrative Staff recruited 1933 1933 1940 2183 2247 Progress Exceeded
Efficient & Effective Management System 6 Trainings conducted 0 2 3 2 3 100% Achieved
Finance
Income Income 1544.473 1942.24 2153.658 1662.430 2067.320 Progress steady but slow
Expenditure Recurring 1486.555 2220.29 2664.348 1611.700 1998.040 Progress steady but slow
Capital 509.66 770 800 264.190 304.634 Progress steady but slow
Networking
Industry Linkages 1500 Internships created for students 1500 1800 2100 1770 2016 100% Achieved
50 Scholarships awarded 0 5 15 0 9 Negligible
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 28 |
Key Result Area (KRA) of the Business Plan
KPIs Baseline 2011-12
Targets Progress Remarks
2012-13 2013-14 2012-13 2013-14
Linkages with National and International Donors
Creation of Entrepreneurial Mindset 4 Joint-Ventures initiated 1 2 3 0 0 Negligible
Liaison and Linkages 10 MoUs & agreements signed 0 2 4 0 2 Negligible
Marketing & Promotion (Branding) Academic Excellence
Academic Excellence Research Ranking 13 13 12 12 8 Progress steady but slow
Recognitions 15 Accreditations achieved 7 10 13 12 13 100% Achieved
Introduction:
Cultural heritage is one of the richest attributes of this university. It was raised from a smaller teaching entity of Islamic education to
a full-fledged multi-disciplinary university. Its new campus is sprawling with new degree programs and infrastructure. It would
emerge as one of the leading Institutions of Higher Education in Pakistan.
Methodology:
The method of analysis adopted is uniform for all the universities visited for this validation exercise. The progress has been
measured against four indicators. First, Progress has exceeded the targets, Second, Progress achieved 100% percent, Third,
Progress is steady but slow and Fourth, Progress is negligible. ach column of the progress report has been measured against
these four criterions. One category of responses were added and divided with total number of KPIs to calculate the percentage. If
the cumulative percentage of the first three responses was 70% or more than the work plan has been rated as doable. The higher
the percentage chances of success would be more.
Third Party Validation Study
3rd Revised Draft Report Improved Strategic Management Planning and
Accountability in Public HEIs
January 28, 2015 | 29 |
Findings:
Progress Exceeded 22%
100% target achieved 24%
Progress steady but slow 30%
Negligible 24%
If we add the percentage of first three indicators the total would be 76% which demonstrates the doability strength.
The key areas of strength career development services and sports, Research, Academic Linkages, Infrastructure facility (especially
New Campus) and its weak areas are Resources Generation, Creation of Entrepreneurial opportunities, Faculty development,
community activities, student enrollment etc.
Recommendation:
Business plan is doable.