Corporate/Strategic Plan 2017 – 2021

UNIVERSITY OF PERADENIYA

CORPORATE/STRATEGIC PLAN 2017 – 2021

Contents

Page

1. Organizational Structure of University of Peradeniya ...... 1-1

2. Preamble ...... 2-3

3. University of Peradeniya: Past Present and Future ...... 4-11

4. Situation Analysis – University of Peradeniya ...... 12-14 I. PEST Analysis II. SWOT Analysis

5. Vision, Mission & Values ...... 15-15

6. Goals & Objectives ...... 16-19

7. Strategic Plan …………………. 20-39

ORGANIZATION CHART OF THE UNIVERSITY OF PERADENIYA

1. Preamble The UOP has recognized the importance of staff accommodation for this category to create a favorable environment with job satisfaction. University of Peradeniya was established in 1942 under the banner of University of Ceylon. This is the largest residential university of Sri Lanka situated in the hill capital Over the past 7 decades we have improved in many aspects covering the university occupying 775.89 hectares of land. education, such as introduction of new courses, leading to new degree programmes regular curricular reforms improvement of residential facilities, physical education and sports Apparently this has been recognized as one of the most eye catching Universities in Sri activities, creation of various centers such as Centre for Distance and Continuing Lanka or perhaps in South East Asia, for its scenic beauty which is not second to a Education, Staff Development Centre, Centre for Environmental Studies and Centre for botanical garden. Human Rights etc.

University of Peradeniya consists of nine faculties namely, Faculty of Agriculture, Faculty The External Examination Unit which was restructured in 2007 as Centre for Distance and of Arts, Faculty of Allied Health Sciences, Faculty of Dental Sciences, Faculty of Continuing Education is the arm of the University of Peradeniya which caters to the Engineering Faculty of Medicine, Faculty of Science, Faculty of Management and Faculty students who qualify but not got the opportunity to enter a conventional university due to of Vet Medicine & Animal Science out of which Faculty of Allied Health Science and the heavy competition and limited slots available in our university system. In addition it Faculty of Management are the recently established faculties. There are three Postgraduate also facilitates individuals to obtain higher qualifications necessary for promotions in their Institutes; Postgraduate Institute of Agriculture, Postgraduate Institute of Science and career, fulfilling our concept of learning while earning. Postgraduate Institute of Humanities & Social Sciences and one more Postgraduate Institute devoted for Medical Sciences to be established in due course. University of Peradeniya is making all arrangements to celebrate its 75th Anniversary this year while each faculty/centre will be planning their respective programmes /events to Being the largest residential university, at this moment in time Peradeniya has 22 celebrate the occasion. University of Peradeniya has also focused itself on resurrecting residential halls for student accommodation. The student population of Peradeniya certain deficiencies /inadequacies as targets to be achieved in this 75th year. Hence as a comprises of over 12500 undergraduates and nearly 3000 Postgraduate Students. Currently landmark project for the University of Peradeniya and to coincide with the 75th UOP provides residential facilities for about 75% of its student population coming from Anniversary celebrations we are planning to build a convention hall which will serve as a various parts of the country. Its endeavor is to provide residential facilities to almost every multi purpose structure for the entire central province, where, not only the students and student who enter the University of Peradeniya in due course. With this in mind and the staff of university of Peradeniya but also the entire community in the central province support of the University Grants Commission and the Ministry of Higher Education we would benefit. Furthermore, with the expansion of the degree programmes in the faculty of have now embarked on a massive programme to increase the residential facilities to Arts and the establishment of the Postgraduate Institute of Humanities & Social Sciences students by building 3-4 additional hostels. we are planning to embark on a new building project titled ‘the Arts Tower’ to cater to these new expansions and to incorporate future deliberations. University of Peradeniya has a contingent of 850 academic staff members with over 3000 Non Academic and supportive staff to cater to the requirements of undergraduate and It is needless to say that the residential halls built during the time of Sir Ivor Jennings, Postgraduate students. over 60 years ago, now need massive rehabilitation. With this in mind and with the

2 concept of providing almost 100% accommodation for our undergraduate students, we have now been forced to embark on a massive rehabilitation project on the existing residential halls, which otherwise would collapse if neglected. At the same time we are taking immediate action to build at least 3-4 new residential halls in the near future.

In view of the above mentioned suggestions & envisaged development programmes our Corporate Plan 2017-2021, is compiled.

Prof. Upul B. Dissanayake Vice-Chancellor University of Peradeniya

2. University of Peradeniya: Past, Present and Future introduced in order to achieve this end. The University Courts were abolished and the Councils were replaced by Boards of Regents. A National Council for Higher 2.1 Road to University of Peradeniya Education (NCHE) was set up in Colombo to supervise and regulate the universities. Under the new Act, the Vice-Chancellors would be selected rather

than elected. The University of Peradeniya is the heir to the University of Ceylon established in

1942. The University of Ceylon as a unitary, residential and autonomous institution was established by the Ceylon University Ordinance No.20 of 1942, When a new government took office in 1970, winds of change were felt in the enacted by the State Council. academic groves. Details of the new order were spelt out in the University Act

No.1 of 1972 by which the four universities: Peradeniya, Colombo, Vidyodaya

and Vidyalankara and the Ceylon College of Technology, Katubedda, Moratuwa The Ceylon University Ordinance No.20 of 1942 conferred on the university a became five constituent campuses of a single university structure „the University two-tier pattern of academic self-government with a division of powers between of Sri Lanka‟ having a central administration in Colombo. The Heads of the Senate and the Council. The other laws required for university administration campuses were designated as Campus Presidents and the Minister of Education were provided by: appointed the Vice-Chancellor of the single University of Sri Lanka. Under this

system of centralized control, the NCHE was abolished, the Boards of Regents

were swept away, and the Senates of the Campuses were given diminished roles (a) The Statutes made by the Chancellor on the recommendation of the as advisory bodies. This radical change brought out a further change in the Court, identity of the University of Ceylon, Peradeniya, which now became the (b) The Acts made by the Council, and University of Sri Lanka, Peradeniya Campus. These changes have had far-

(c) The Regulations made by such authorities as the Council, the Senate and reaching consequences. A great many changes were also introduced under a the Board of Residence and Discipline. process of "rationalization" that affected institutions as well as individuals. The academic regrouping involved the closure (or transfer) of certain departments, merger of faculties, and the transfer of personnel to new “centres of excellence". The University established in 1942 has changed its identity several times due to It is unfortunate that all these drastic measures could not find lasting solutions to changes of its location and subsequent legislations. The University of Ceylon was the continuing problems in higher education, until the change of government in formally relocated from its original location, Colombo to Perdeaniya in 1952. 1977. Following serious student unrest in Peradeniya in 1965, the government announced its plans for a reorganization of the university system. The proposals When a new government came into power in Sri Lanka in 1977, an obvious and were outlined in the Higher Education Act No. 20 of 1966, the aim of which was unavoidable task in their hands was to draw up new legislation to replace the to introduce a certain measure of state control and to curb academic self- University Act No.1 of 1972, which could not be implemented in full for over 5 government. Several structural changes were years. The university campuses during this period were governed under transitional provisions of the 1972 Act, bringing hardships and adversities to the university campuses, their students and employees. In November 1977, the Chairman designate of the proposed University Grants Commission was appointed and was entrusted with the unenviable and challenging task of drawing up a

suitable bill to provide a healthy framework for the higher education structure of During the period 1942-51, the university experienced a phase of impressive Sri Lanka. growth in many respects. In 1950 the Faculty of Engineering was established. The following table reflects the status of the university in 1951. The Universities Act No.16 of 1978 based on the new Universities Bill came into effect on 1st January 1979. This Act brought back some of the central features of the Ceylon University Ordinance of 1942 with a difference: the powers of the Faculties No. of Departments Academic Staff Students Senates were restored, the Councils and Courts were re-established and elections Oriental Studies 05 31 Professors for the posts of Vice-Chancellor re-introduced. The independence of the Arts 10 07 Readers 924 universities was restored but the creation of a University Grants Commission with Science 06 87 Lecturers 360 wider powers than those traditionally associated with such bodies, brought in a Medicine 10 39 Asst. Lecturers and 770 new measure of control over the finances, student admissions, scheme of Engineering 03 19 others 156 recruitment and promotions in universities. Total: 5 Faculties 34 Departments 183 Univ. Teachers 2,210

The most significant change that the Universities Act No.16 of 1978 brought to b) From 1952 to 1972 Peradeniya was the restoration of the university‟s autonomy under the new identity “University of Peradeniya” and has been maintained for over 24 years The policy of the government was for the university to function in Colombo until until the present day (2016). the buildings at Peradeniya were made ready for occupation. In pursuance of this policy, the first batch of students from the Departments of Law, Agriculture and Veterinary Science came into residence at Peradeniya in 1949, but the major move th 2.2 Expansion and Diversification during Six Decades took place on 6 October 1952, when the staff and the students of the Faculties of Arts and Oriental Studies together with the Library and the University Administration, were transferred to Peradeniya. a) From 1942 to 1952 An important development in 1954 was the transfer of the Department of Dental The University of Ceylon at its inception in 1942 was an institution of very modest Surgery to Peradeniya. The second Faculty of Science was started at the proportions consisting of four faculties, viz., Arts, Oriental Studies, Science and commencement of the university session of 1961/62. The first stage of the second Medicine, of which the first three were located at Thurstan Road (now Medical School commenced in June 1961 and the first batch of medical students Cumaratunga Munidasa Mawata) while the Faculty of Medicine was located at were admitted in January 1962. After many delays, the Faculty of Engineering was Kynsey Road. In 1942, there were only 55 staff members in all 4 Faculties, which transferred to Peradeniya in October 1964. consisted of 41 academic departments: 15 Professors, 20 Lecturers, 8 Assistant Lecturers and 12 others. There were 904 students distributed among the 4 Faculties in the following manner: Arts and Oriental Studies - 396, Science - 250, Medicine - 268. The Library was small with a collection of 30,000 volumes.

The inauguration of the second Faculty of Arts in Colombo during 1963 Animal Science (1980), Faculty of Medicine (1986) and Faculty of Dental represented a development in the reverse direction in respect of the transfer to Sciences (1986) rising the total number of Faculties at Peradeniya to 7. In 2007, Peradeniya. the Faculty of Allied Health Sciences was established and the Faculty of Management was established in 2015 thus making the total of Faculties as 9. In In 1967, in order to cater to the increasing demand for higher education, those addition, the Postgraduate Institute of Science was established in 1996 and parts of the University of Ceylon still functioning in Colombo were amalgamated Postgraduate Institute of Humanities and Social Sciences was established in 2011 into a separate university under the title “University of Ceylon - Colombo”. Thus by making the total number of PG institutes as 3 (Postgraduate Institute of the University of Ceylon was divided into two universities and the University of Agriculture in 1975). Besides these 9 Faculties and three PG institutes, the Ceylon- Peradeniya became a separate entity confined only to Peradeniya. University of Peradeniya has promoted the establishment of 23 Centers and Units to perform specific functions to complement the core business of the University. c) From 1972 to 1978

The implementation of the University Act No.1 of 1972 and subsequent 2.2.2 Faculties and Institutes rationalization of courses brought in a series of difficulties to the university at Peradeniya. Some of the members of the academic staff had to move to other a) Faculty of Agriculture universities while certain departments such as Western Classics, English and Education too were moved to other universities. Agricultural education in the University of Ceylon began in 1947. After several Under the Universities Act No. 16, 1978, the university regained its independence years of sustained growth, it was granted Faculty status and the Faculty of and some academic departments lost at the beginning of the same decade were re- Agriculture and Veterinary Science were established in 1954. In 1973, an established. The Postgraduate Institute of Agriculture, the first Postgraduate independent Faculty of Agriculture was established with six Departments. The Institute in the Sri Lankan university system was established in 1975 in the Faculty of Agriculture, University of Peradeniya is developed to a fully-fledged university of Peradeniya. Faculty with eight Departments of study in 2002, namely Agricultural Biology, Agricultural Engineering, Agricultural Economics and Business Management, d) From 1979 to the Present Day Agricultural Extension, Animal Science, Crop Science, Food Science and Technology and Soil Science. To support the academic programs as well as the As stated earlier, the Universities Act No.16 of 1978 has restored the university‟s outreach activities, the Faculty has established the Agribusiness Centre (1997), autonomy under the new identity “University of Peradeniya” and has initiated Agriculture Biotechnology Centre (2003) and Agriculture Education Unit (2007). another phase of growth which has been maintained over 37 years until the The Faculty is also capable of providing a sound practical training in Agriculture present day (2016). through Livestock Farm at Mawela, Meewathura Farm, University Experimental Station at Dodangolla and the Mahailluppallama Sub-campus. The latter offers practical training in agriculture during one whole semester. Faculty is currently During this period, further expansion and growth of the university continued. under further expansion based on its Master Plan. Being the leading player in the Three new Faculties, two postgraduate institutes and several Centers and Units agriculture higher education, the Faculty has an un-comparable human resources were established. Faculty of Medicine, Dental and Veterinary Sciences has been found in university system of Sri Lanka with 132 permanent academic staff (of separated into three independent Faculties, Faculty of Veterinary Medicine and which 85% trained up to PhD in world famous leading universities and about

50% are Professors) and 250 academic support staff. Throughout the history, the c) Faculty of Arts Faculty has revised its curriculum regularly to introduce new developments in agriculture higher education. The latest revision of the curriculum of the B.Sc. The history of the Faculty of Arts dates back to the early beginnings of university degree programme in Agriculture offered by the Faculty took place during education in Sri Lanka. The predecessor to the Faculty of Arts in Peradeniya 2004‐2006 using a student‐centred learning outcome based approach, resulting University was established in Colombo, as part of the University of Ceylon, as two the launching of a new 4‐year degree programme on B.Sc. in Agricultural faculties called the Faculty of Arts and the Faculty of Oriental Studies. These two Technology and Management in 2006, replacing the B.Sc. Agriculture degree faculties were moved to Peradeniya in 1952, and were amalgamated in 1972 to that the Faculty offered in the past. During this period, the Faculty also form the Faculty of Arts. The twenty years from 1952 to 1972 saw the expansion introduced the Teacher and Course Evaluations by students. The Faculty has of the Faculties of Arts and Oriental Studies. The original seven departments of further expanded its horizons by introducing two new 4‐year degree study of the two faculties were Classics, Economics, English, Geography, History, programmes; one on B.Sc. in Food Science and Technology in 2004 and the Oriental Languages, and Philosophy. The Department of Oriental Languages was other on B.Sc. in Animal Science and Fisheries in 2008. Today we are proud to divided in 1943 into the four separate departments of Sinhalese, Tamil, Pali and be the oldest, largest and the most dynamic and most recognized Faculty of Sanskrit. This was followed by the addition of several other academic disciplines Agriculture in the country. The total Annual student intake to the Faculty through to the faculty: Law and Arabic in 1945; Sociology, Education and Modern the UGC is 300. In addition to this the Faculty admits limited number of Languages in 1949; Archaeology in 1959; and Buddhist Philosophy in 1964. The students from the industry under the special provisions and foreign students. As a most recent additions to the faculty are the departments of Fine Arts and Law result of these developments, students entering the Faculty now have the best established respectively in 2001 and 2009. opportunity to become a well-rounded graduate with a world acclaimed degree. As time tested and proven, thanks to the quality and the standard we maintain, d) Faculty of Dental Sciences our degree opens up many doors of opportunities for developing great professional careers anywhere in the world. Hence, graduates of the Faculty are Dental Education in Sri Lanka commenced in 1943 with the establishment of the 100% employed. Dental School as the Department of Dental Surgery in the Faculty of Medicine, University of Colombo. This progressed over the years to the status of a b) Faculty of Allied Health Sciences University Faculty with the establishment of the Faculty of Dental Sciences (FDS) in 1986. The FDS is the only higher educational institute which offers a degree The allied health sciences study programme consisting of 5 special degree courses, programme leading to the Bachelor of Dental Surgery Degree (BDS). namely BSc in Nursing, Bachelors in Pharmacy, BSc in Radiography, BSc in Physiotherapy and BSc in Medical Laboratory Technology was initiated within the A significant improvement in the Faculty took place in 1998 when it received new Faculty of Medicine in July 2006. However, the University of Peradeniya was premises and a modern Teaching Hospital under the Japanese Grant Aid. At compelled to establish a separate faculty, the Faculty of Allied Health Sciences present, the FDS hosts 7 departments namely: Basic Sciences, Community Dental (F/AHS). The Faculty of Allied Health Sciences was inaugurated on 16th January Health, Oral Medicine & Periodontology, Oral & Maxillofacial Surgery, Oral 2007, at Augusta Hill, where the Faculty of Dental Science was located in the past. Pathology, Prosthetic Dentistry and Restorative Dentistry. The F/AHS consists of 6 departments; Nursing, Pharmacy, Radiography, Physiotherapy, Medical Laboratory Science and the department of basic sciences. A notable achievement in the recent past includes a major revision of the The new faculty is still in the process of building its administrative structure, curriculum under which a 5 year curriculum is planned to be implemented in 2017 human resources, and infrastructure facilities. addressing all current needs and conforming to the internationally accepted norms

in global dental education and more importantly with the requirements stipulated 12, increase the student intake up to 50 per specialization area, provide doctoral in the Benchmark Statement in Dentistry for Sri Lanka. training for majority of the staff, promote research and publications, engage in private and public sector collaborations and produce highest standard Management e) Faculty of Engineering graduates.

The Faculty of Engineering which was initially established in Colombo was g) Faculty of Medicine transferred to Peradeniya in 1954. At its inception, the Faculty of Engineering had three departments of study: Civil Engineering, Electrical Engineering and The Peradeniya Medical School was established in 1961 and the first batch of 103 Mechanical Engineering. After the move to Peradeniya, a programme of students was admitted in January 1962. In 1967, the Peradeniya Medical School diversification was undertaken and four more departments were added. was amalgamated with School of Dental Science to form an independent Faculty Considerable development has taken place in all departments with the acquisition and in 1970 the School of Veterinary Science became a part of the Faculty and of sophisticated laboratory equipment. An audio-visual unit and a language renamed the Faculty of Medical, Dental and Veterinary Sciences. In 1980, laboratory are also among the additions made in past years. There are now seven Veterinary Medicine and Animal Science were separated and a new Faculty of departments of Study. They are Civil Engineering, Electrical and Electronic Veterinary Medicine and Animal Science was formed. The Dental School became Engineering, Mechanical Engineering, Production Engineering, Chemical and a separate Faculty in 1986. The Teaching Hospital, Peradeniya, the most Processing Engineering, Engineering Mathematics and Computer Engineering. In significant addition to the Faculty of Medicine was opened in June 1980. Presently addition to promoting computer education, the Faculty has been in the forefront in the Faculty is administered by 16 departments (i.e. Aanaesthesiology & Critical developing computer facilities of the University of Peradeniya including its Care Anatomy, Physiology, Biochemistry, Pharmacology, Forensic Medicine, computer network and telephone system. Pathology, Microbiology, Parasitology, Community Medicine,Radiology, Surgery, Medicine, Gynaecology & Obstetrics, Paediatrics, Anaesthesiology and Psychiatry) and 3 Units (i.e. Nuclear Medicine Unit, Medical Education Unit and f) Faculty of Management the Technical Resources Unit).

The Faculty of Management was established in March 2015 and it comprises five h) Faculty of Science departments namely; Business Finance, Human Resource Management, Management Studies, Marketing Management and Operations Management, and The second Faculty of Science of the University of Ceylon which was established offers Bachelor of Business Administration (BBA) degree program in five at Peradeniya in 1961 with five departments of study became the Faculty of specializations, in respective departments, for an annual intake of 150 students a Science of the University of Peradeniya in 1978. The first batch of students batch. In addition, the Faculty of Management teaches the B.Sc. C & M and the comprised 40 Biological science and 76 Physical science students. At present there B.Com in collaboration with the Faculties of Science and Arts for an annual intake are 8 departments (Botany, Chemistry, Geology, Mathematics, Molecular Biology, of 60 students for each programme. The Faculty currently offers a PhD program Physics, Statistics& Computer Science and Zoology). Faculty also has two units and two postgraduate diploma Programs and plans to conduct M.Sc. and MBA (Science Education Unit and Computer Unit) and a Science Industry Interaction programs towards the end of 2016. Cell which is the industrial arm of the faculty. Faculty conducts General (three year) degree courses in 22 different combinations and 11 Special (four year) The Faculty of Management, with its 59 academic staff, foresees to establish three degree courses and three other four year degree programmes (Applied Science, more departments and three units, increase the number of specialization areas up to Computation & Management and Statistics & Operational Research).

Approximately 1750 undergraduate students are registered with the Faculty at j) Postgraduate Institute of Agriculture present. In 1996, the Faculty initiated the establishment of the Postgraduate Institute of Science to cater for postgraduate studies leading to the M.Sc, M.Phil and Ph.D degree in science. The Postgraduate Institute of Agriculture (PGIA) attached to the University of Peradeniya was established in February 1975. It was the first Postgraduate Institute of its kind established in Sri Lanka. Facilities for postgraduate studies in i) Faculty of Veterinary Medicine & Animal Science Agriculture are provided under the PGIA.

The Faculty of Vetetrinary Medicine and Animal Science is the only institution k) Postgraduate Institute of Science which trains veterinarians. The Veterinary Science Degree programme leading to BVSc was commenced in 1947 with the establishment of the Department of The Postgraduate Institute of Science attached to the University of Peradeniya Veterinary Science of the Faculty of Medicine, University of Ceylon, Colombo. In was established in February 1996. It was the 6th Postgraduate Institute established 1949, third and fourth year students were brought to Peradeniya and in 1954 the in Sri Lanka. Facilities for postgraduate studies in Science are provided under the entire Department was shifted to Peradeniya and incorporated with the Department PGIS. of Agriculture to form the Faculty of Agriculture and Veterinary Science. In 1973, the Department of Veterinary Science was expanded to three departments and upgraded as the School of Veterinary Science and affiliated with the Schools of l) Postgraduate Institute of Humanities & Social Sciences Medicine and Dental Sciences to form the Faculty of Medicine, Dental and Veterinary Sciences. In 1980, the School of Veterinary Science was separated and Postgraduate Institute of Humanities and Social Sciences was established in 2011. given faculty status as the Faculty of Veterinary Medicine and Animal Sciences. It caters to the students following Ph.D, M.Phill, MA, PGD degrees in the The Faculty now consists of 5 Departments, viz. Departments of Basic Veterinary subjects of Humanities & Social Sciences. Sciences, Veterinary Pathobiology, Veterinary Public Health and Pharmacology, Veterinary Clinical Sciences, and Farm Animal Production and Health and 2 units, m) University of Peradeniya Library namely Veterinary Education Unit and Veterinary Postgraduate Education Unit.

The University of Peradeniya Library originated as the Ceylon University College The current annual intake is 80 students who follow a 04 year curriculum with Library in 1921. The college Library became the University of Ceylon Library in strong theoretical and practical background. In the last revision, the curriculum 1942 and was moved to the ground floor of the Arts Block, Peradeniya, in October was broad-based to meet the demand from different sectors of the job market. The 1952. The university library was moved to the New Building in 1960. Thus the current revision of the curriculum, assisted by Massey University, New Zealand, University of Peradeniya possesses a library much older than the university. conducted according to OIE guidelines, is aim to obtain international accreditation for the BVSc degree programme. In the next 40 years beginning the 1960, the library facilities expanded from one

Main Library to a library network consisting of the Main Library devoted to Humanities and Social Sciences and 7 branch libraries devoted to Agriculture, Engineering, Medicine, Science, Dental Sciences, Allied Health Sciences, Vet Medicine and Animal Sciences serving seven faculties and three Postgraduate

Institutes. At present the Library Network at Peradeniya collection is 1.1 million Bachelor of Business Administration (BBA) that was commenced in 2008 and the and 650,000 items and access to them is provided through the Online Public BA degree programme which has been in existence for over thirty five years and Access Catalogue (OPAC) in the library webpage http://www.lib.pdn.ac.lk. completely revised in 2015 and Diploma in Management and Development are the programmes currently being offered by the Centre. The Centre boasts to be the The library network also provides a balance collection of print and electronic External Degree Awarding Institution that conducts the BA degree programme in resources to university academic community. The Ceylon Section in the Main all three languages: Sinhala, Tamil and English. The discussions are underway to Library contains a unique collection of items written on Sri Lanka including initiate Diploma programmes in Sports Science and Management, Allied Health several gifted collections and the second largest palm leaf collection available in Sciences and Certificate programmes in a spectrum of disciplines. the country. The University of Peradeniya Library is one of the libraries which house the legal deposit of the country. Centers/Units under Central Administration n) Centers and Units i. Information Technology Centre ii. Staff Development Centre Besides, catering for internal students, the UoP also offers degree programmes iii. International Research Centre through external mode. The Center for Distance and Continuing Education, iv. Centre for Distance & Continuing Education formerly External Examination Division, of the University has enrolled about v. Centre for Environmental Studies 25000 candidates for external degrees of the University. In addition, to vi. Career Guidance & Counseling Unit undergraduate degree courses, the 9 faculties and three postgraduate institutes vii. English Language Teaching Unit (Postgraduate Institute of Agriculture, Postgraduate Institute of Science, and viii. Health Emergency & Disaster Management Centre Postgraduate Institute of Humanities and Social Sciences) provide postgraduate ix. Centre for Environmental Studies training for about 1000 students annually. Further, UoP has established 24 x. Network & Communication Service Unit Centres/Units listed below to perform specific training and service functions and most of these centers/units, depending on their scope, design and offer diploma and certificate level courses and varying technical and professional services, Centers/Units under Faculty Administration primarily on a fee-levying basis. Some Centers/Units directly come under the direct preview of the Vice-Chancellor while other Centers/Units are established i. Agribusiness Centre within the respective faculty administrations. ii. Agriculture Education Unit iii. Agriculture Biotechnology Centre o) Centre for Distance and Continuing Education [CDCE] iv. Centre for the Study of Human Rights v. Unit for Development of Dental Education The Centre for Distance and Continuing Education [CDCE] has opened up vi. Engineering Design Centre avenues for the working community to learn while they earn. Keeping in line with vii. Engineering Education Unit its goals, the main objective of the CDCE is to provide alternate pathways for viii. Industrial Training & Career Guidance Unit acquiring competence and higher educational qualifications for career ix. Medical Education Unit advancement for those who seek them. The on-line degree programme leading to x. Nuclear Medicine Unit

xi. Science Education Unit xii. Industry Interaction Cell xiii. Science Education Resource Centre xiv. Veterinary Medical Education Unit

p) Other Facilities

Leaving a natural forest reserve of about 775 hectares, only about 250 hectares of university land have now been landscaped and utilized for faculty buildings and laboratories, computer centres, administrative buildings, libraries, halls and hostels of residence for students (20 halls & hostels accommodating 5810 male and female students (in the year 2016), staff residences for academic, clerical and other grades of university employees and 4 university farms. Other infrastructure facilities include three play grounds (for cricket, hockey, cricket and rugby), gymnasium, swimming pool, open-air theatre, University Health Centre, Teaching Hospitals catering to the needs of the Faculties of Dental Sciences and Veterinary Medicine and Animal Sciences, Buddhist Vihara and Sangharamaya, 2 Churches, a Hindu Temple (Kovil) and a Mosque.

2.3 Student Population

At present, the university has a total student population of 12,818 as fulltime undergraduates of which 69 are foreign students. In addition, there are 23440 registered part-time undergraduate students in the Centre for Distance & Continuing Education.

There are 8479 registered postgraduate students in the university at present and 139 of them are foreign students.

3.1 Situation Analysis – University of Peradeniya  Educational reforms including those of higher education  National Education Commission, an independent body in charge of national education A situation audit was undertaken to understand the current status of University of policy Peradeniya as a prelude to the development of the Corporate Plan (2017-2021). This  Lack of consensus among major political parties on policy issues of education and was done by the Central Committee appointed to develop the Corporate Plan for the educational reforms period 2017 – 2021.

The Committee revisited the previous Situation Audit (PEST and SWOT analyses) II) Economic trends conducted in 2011and all the members agreed that a substantial part of analyses and outcomes are still valid for 2017. Hence, no attempt was made to perform a fresh  Market oriented policies, private sector taking greater share PEST and SWOT analyses. For completeness of the document, the sections from  Modest economic growth rates but high budget deficits, inflation, devaluation Corporate Plan (2011-2016) are reproduced herewith with amendments.  Rising public debt and high debt service burden  Government allocation for education lowest in the region as a percentage of GDP and 3.1.1 PEST ANALYSIS decreasing in real terms  Infrastructure issues (structural deficiencies - power, transportation, communication, water The Pest Analysis identified several critical factors in relation to Political, Economic, Social supply etc) and Technological trends that have a bearing on the university. These factors are listed below.  Down turn in World economy  Rising unemployment and underemployment of graduates  Impediments from legal, regulatory and fiscal frameworks I) Political trends  Failure of the private sector to drive the economy

 Strong commitment to democracy by key political leaders  Government interference in public institutions continues to exist (e.g. appointments) III) Social trends  Government patronage of Trade Unions makes them irrational and difficult to be responsible team players with a common shared institutional vision  Gradual improvement of living standards of people  Political activism of students which often leads to severe disruption of academic  Amidst modest national income growth a high percentage of the population in Sri Lanka programmes and often lead to animosities and discontent among the staff and students continue to live in poverty  Students vulnerable to manipulation by groups with vested interests  Low commitment and productivity of workforce  Lobby for deregulation of education which acts sometimes not in the best interest of the  Cultural issues – divisions based on ethnicity, class, caste, religion etc. /culture of country antagonism/ lack of discipline  Government receding from total ownership and responsibility of Tertiary Education  Declining moral standards and the breakdown of law and order  Review of higher education policy and possibilities of amending the Universities Act  Poor attitudes/ poor work ethics  Declared Government policy of granting greater autonomy to the universities  Ageing population, high fertility among poor in spite of low population growth rate

 Issues of malnutrition and under nutrition faced by many people 3.1.2 SWOT ANALYSIS  Greater participation of women in socio-economic activities  High enrolment rate for primary education; high literacy rate; increasing dropout rate; I. Strengths applied knowledge/skills and competencies are relatively low  Only 2% of age cohort has access to public funded universities, implying that there is a  Oldest, largest, residential and comprehensive university with diverse faculties and potential for growth of tertiary education disciplines within a single location  Increasing demand for technical skills  A University with salubrious climate and scenic beauty  More information on international living standards and rising aspirations  Large volume of fixed assets  Increasing demand for English language  National University with highest number of academic and non academic staff  Unequal opportunities in access to education  Proximity to the second largest city in the country  Mismatch or poor relevance of education to employment market  Alumni in positions of influence, nationally and internationally  Shift of employment from public sector to private Sector  Ability to attract research grants  Expansion of non-governmental sector  Well trained and qualified academic staff  Permanency in employment becoming a myth  Leader in advanced research reflected by highest number of published articles  Increasing opportunities for contract/part-time employment  Only national University with the availability of Teaching hospitals for Medical, Dental  Declining state support to social welfare and Veterinary Sciences  Teaching/research facilities such as farms, units and centres  Facilities for sports and extra-curricular activities IV) Technological Trends and Advances  Three Postgraduate institutes for higher studies and research

 High reliance of the economy on conventional technology  Move towards knowledge-based society and a knowledge-based economy II. Weaknesses  Increasing usage of IT in the economy, business, life, education etc  Lack of integrated systems, information and up-to-date databases  Lack of autonomy and political interference  High cost of imported technology  Inadequate pay incentives to attract staff in specialized fields  Less opportunities for indigenous development of technology  Absence of mechanisms for performance evaluation and reward system  High risk of obsolescence  Difficulties in retaining young and qualified staff  Less market opportunities for local technologies because of underdevelopment  Poor attitudes of staff and student with resistance to change  Use of internet for education; web based education; Decreasing class room activities  Undesirable recruitment policy which prevents the services of most qualified support staff.  Computer aided learning; Electronic books and journals; e-learning  Limited interfaculty and interdepartmental collaboration  Archaic financial and administrative system; Decision making procedure is cumbersome  No choice in student admissions

 Lack of appropriate infrastructure facilities leads to poor application of modern methods 3.2. Major issues affecting University of Peradeniya during the next few decades for teaching and learning  Little usage of English; Student motivation is limited The Team that undertook the PEST and SWOT analysis identified the major issues affecting  Limited staff/student interaction the university and their impact. These were identified to provide the broad parameters within  Inability of the university management and administrative sectors to be efficient and which the UP would articulate its future vision and activities. modern in line with international trends and standards.  Distance from industrial centres  Market oriented policies-Government receding from ownership  Economy -structural deficiencies, infrastructure limitations III. Opportunities  Relevance of education -demand for skills, competence  Student and societal expectations- subsidized education • Rising demand for quality education  IT wave - high costs for Sri Lanka • Generating supplementary funds through training/research

• Potential for linkages with outside markets/industry 3.2.1 Impact of major issues on the University of Peradeniya • Private sector investments

• Use of IT for course delivery  Declining of government funds Sharing costs with other Institutes of Learning •  Student based funding for education • Links with foreign Universities – to award degrees, collaborative research  New competitors in education • Training of foreign students  Difficulty in retention of good academics, and administrators • In-house expertise that could be utilized to improve management and provide services in  Demand driven staff allocation other fields  Job security linked to competency • Facilities available to provide opportunities for students to engage in cultural and sports  Market will rate Higher Education Institutes activities  New system of management for the University • Opportunities offer multiple qualifications and dual degrees  Costs related to use of IT  Quality and relevance of courses IV. Threats  Delivery mechanisms/productivity of Peradeniya and costs (efficiency and effectiveness)  Sensitivity of University Community to above change • Decreasing trend of government funding • New and expanding opportunities for higher education • Access to renowned educational institutions through distance education/ internet • Expanding opportunities for professional/ alternative qualifications • Attraction of University academics to other higher educational institutions, both nationally and internationally.

VISION

Be a center of excellence in higher education with national and international standing

MISSION

The mission of University of Peradeniya is to contribute to society at national and international levels by facilitating, empowering and producing high quality diverse graduates through a conducive learning environment to lead the nation and the world for generation, dissemination and utilization of knowledge through innovative education, multidisciplinary scholarly research linked with industrial and community partnerships".

VALUES

 Highest standard of teaching, learning and research  Academic freedom  Integrity and transparency in all its functions  Respect for cultural diversity  Equity and pluralism

Goals

1. Enhance quality and relevance of undergraduate and postgraduate programmes in the University, complying with international standards.

2. Develop resources to enhance the quality of research in order to contribute to the national and international requirements.

3. Enhance the administrative and financial efficiency within the framework of corporate governance.

4. Increase opportunities for a wider range of educational programmes to contribute towards the development of a knowledge-based society .

5. Enhance physical and human resources for a conducive and aesthetic environment pertaining to academic pursuits .

OBJECTIVES

Goal 1. Enhance quality and relevance of undergraduate and postgraduate programmes in the University, complying with international standards.

Objectives :

1.1 Upgrade undergraduate study programmes meeting international quality standards . 1.2 Student Centered Learning. 1.3 Increase the quality and relevance of the existing postgraduate study programmes. 1.4 Best performed AL qualified students attracted and enrolled to the University. 1.5 Motivate students to perform to the best of their abilities in all aspects of University life. 1.6 High quality staff in all categories attracted, recruited and retained by the University. 1.7 To develop student competencies needed to bridge the gap between employer expectations and undergraduate skills. 1.8 Increase the employability of undergraduates. 1.9 Increase the enrolment of local and foreign students.

Goal 2. Develop resources to enhance the quality of research in order to contribute to the national and international requirements.

Objectives :

2.1 Conducive environment for high quality research established. 2.2 International cooperation for research, student training and exchange of staff promoted. 2.3 Cooperation for research, student training and exchange of staff within Sri Lanka enhanced. 2.4 Multidisciplinary research programmes facilitated.

2.5 Enhancement of staff profile.

Goal 3. Enhance the Administrative and financial efficiency within the framework of corporate governance.

Objectives:

3.1 Existing administrative framework enhanced for improved efficiency and productivity. 3.2 Improving monitoring and evaluation system. 3.3 Improvement of efficiency and accountability of financial administration.

Goal 4. Increase Opportunities for a wider range of educational programmes to contribute towards the development of a knowledge-based society.

Objectives :

4.1 To enhance and promote the scope and quality of distance and continuing educational and training programmes and services to meet national and regional needs. 4.2 Quality of services offered by the faculties, centers and units of the University improved.

Goal 5. Enhance Physical and human resources to offer a conducive and aesthetic environment pertaining to academic pursuits.

Objectives :

5.1 Residential facilities, welfare services and programmes for students and staff strengthened and upgraded. 5.2 Facilities available for promotion of sports, music, art and drama upgraded. 5.3 Opportunities available to participate in sports, music, art and drama broadened and greater interaction within the University community promoted. 5.4 Enhance the interaction with the wider community by offering available services of the University . 5.5 Provide safe and secure working environment in the university.

5.6 Enhance the Services to maintain the infrastructure of the university. 5.7 Maintain the historical and landscape features of the university.

STRATEGIC PLAN

GOAL 1. Enhance quality and relevance of undergraduate and postgraduate programmes in the University, complying with international standards.

KPI Co-coordinating Estimated Cost Timeline (Mn.) /Source Responsibility of funding

Objective Strategy Action Programme

7 8 9 1

201 201 20 202 201

1 1.1 Upgrade undergraduate 1.1.1 Strengthen and 1.1.1.1 Establish curriculum development Number of CD workshops Deans

study programs meeting streamline curriculum committees in all faculties

international quality development and revision Number of new courses standards 1.1.1.2 Revise and upgrade curricula in every introduced D/SDC, Deans five year cycles

1.1.1.3 Modification of teaching methodology No financial commitment Number of Curriculum programs reforms implemented

1.1.1.4 Streamline the functions of University Number of new degree Quality Assurance Unit (QAU) and 6.96 programmes introduced establishment of faculty Quality Assurance Cells (QAC)

1.1.1.5 Conduct short seminars/workshops on curriculum development targeting the 9.28 academic staff

1.1.2 Upgrade the 1.1.2.1 Improve the infrastructure facilities; Number of New Labs VC, R, Deans, B facilities for enhancing Building constructions / renovations /Libraries /Network facilities 7481.29 knowledge and skills of established

undergraduates 1.1.2.2 Construction of Laboratories and VC, R, Deans, B purchase of plant and machinary 3434.34

1.1.2.3 Purchase of books, equipment, VC, R, Deans, B periodicals and furniture New cadre approved 1707.88 librarian

1.1.2.4 Purchase of vehicles VC, R, Deans, B No of new construction 171.71 projects implemented 1.1.2.5 Upgrade the telecommunication and VC, R, Deans, B network facilities of university including in 1336.60 ICSU main library,branch libraries,senate building and all faculties.

1.1.2.6 Establishment of a new convention VC, R, Deans, B 350 center

1.1.2.7 Expansion of University Main Library VC, R, Deans, B and faculty libraries 1763.58

1.1.2.8 Improvement of Human Resources Recurrent 1.1.3 Consolidate and 1.1.3.1 Develop criteria and infrastructure for Deans, D/SDC formalize the teacher teacher evaluation in faculties Number of short Recurrent evaluation programs courses/workshops conducted 1.1.3.2 Make teacher evaluation an essential on teacher evaluation No financial component commitment Number of faculties introduced teacher evaluation 1.1.3.3 Implement teacher evaluation by No financial students and peer review of teaching commitment

1.1.3.4 Conduct short courses for academics on SDC allocation teacher evaluations

1.1.4Establish/strengthen 1.1.4.1 Provide relevant industrial training Number of faculties Deans sponsorships in-plant training programs in the curriculum introduced industrial training programs for specialized in curricula degree programs 1.1.4.2 Develop links with stakeholders VC, Deans

1.1.4.3 Improve the process of facilitating, Number of industrial Deans No financial monitoring and evaluating the relevant sponsored undergraduate commitment industrial training programs projects

1.1.4.4. Facilitate industrial sponsored No financial undergraduate projects commitment

1.1.5 Develop 1.1.5.1 Establish links/MOUs with Number of new MOUs VC, DVC, Deans No financial international student international organizations signed commitment

exchange programs 1.1.5.2 Facilitate students exchange Number of new exchange VC, DVC, Deans programmes programmes initiated

1.1.6 Develop new 1.1.6.1 Introduce new academic degree Number of new courses VC, DVC, Deans degree programmes/ programmes/ undergraduate courses and introduced

courses according to the certificate programmes Number of degree 9.28 national and global 1.1.6.2 Establishment of new academic programmes introduced demand departments and divisions to expand the

academic disciplines Number of new academic disciplines added

1.1.7 Provide all 1.1.7.1 Upgrading the services provided by the Number of English courses VC, Deans undergraduates with ELTUs in faculties upgraded opportunities to enhance Head/ELTU No financial English and 1.1.7.2 Train students on modern commitment communication skills communication skills Number of students to reach D/IT defined IELTS bands

1.2 Student Centered 1.2.1 Provide 1.2.1.1 Equip class rooms with MM and other Number of student centered VC, DVC,R, Refer 1.1.2.3 Learning opportunities for self IT facilities teaching programs started and recurrent learning Dean,Dir/SDC allocation No of staff training 1.2.1.2 Provision of relevant student e-learning progrmmes conducted on Student Centred Learning material /facilities

1.2.1.3 Conduct teacher/staff training programmes on student centered learning Number of new e-learning facilities offered

1.2.1.4 Conduct undergraduate research Number of undergraduate congress as an annual event research conference started

1.2.1.5 Incorporate field training and outreach Field training and outreach Recurrent activities to all study progammes activities conducted Allocation & Sponzerships 1.2.1.6 Establishment of a Web Development Unit, Audio Visual Unit & E-learning Unit

1.2.1.7 Initiate student enterprise programmes

1.3 Increase the quality and 1.3.1 Enhance PG study 1.3.1.1 Develop new PG degree programmes Number of students enrolled VC, DVC, D/PG, relevance of the opportunities to meet the together with necessary infrastructure for Postgraduate programmes Deans existing postgraduate national and regional Earned Funds study programmes needs 1.3.1.2 Regular review of the existing PG. Number of Postgraduate VC, DVC, D/PG, Degree programmes Degrees revised Deans

1.3.1.3 Undertake external evaluations Number of new Postgraduate VC, DVC, D/PG, Degrees developed Deans 1.3.1.4 Implement recommendations of VC, Deans external evaluators to improve quality Number of PG degree

programs accredited 1.3.1.5 Obtain accreditation from professional Number of external VC, DVC, D/PG, bodies evaluations of PG Deans

programmes 1.3.1.6 Facilitate international visiting staff

1.3.1.7 Increase the student admission to PG programmes

1.4 Best performed AL 1.4.1 Promote the image 1.4.1.1 Enhance outreach programmes for Evaluate the average Z score qualified students attracted of the university as a target groups in different degree programs and enrolled to the “Centre of Excellence” VC, Deans, PRO University for education and 1.4.1.2 Conduct publicity campaigns through Number of outreach media, exhibitions etc sponsorships research /publicity programmes

1.4.1.2 Strengthen and develop “societies” for conducted interactions within the university community 1.4.1.3 Expose the facilities available in the University to the Public.

1.5 Motivate students to 1.5.1. Improve staff-staff, 1.5.1.1 Introduce informal academic VC, Deans Recurrent perform to the best of their staff-student, student- discussions allocation Number of marketable abilities in all aspects of student interactions products developed from UG University life 1.5.1.2 Formal appreciation of best performers VC, DVC, Deans, No financial in extra curricular activities projects R commitment

1.5.1.3 Multidisciplinary meetings VC, DVC, Deans

1.5.1.4 Strengthen and develop “Societies” for VC, DVC, Deans, No financial interactions within the University Community R commitment

1.5.1.5 Guide students to conduct their UG Deans project targeting the marketable outcome

1.5.2 Recognition of best 1.5.2.1 Restructure the rewarding system Number of soft skills VC, DVC Deans No financial performers in their development activities commitment

academic career conducted 1.5.2.2 Recognize all extracurricular activities VC, DVC Deans as part of study programmes and attendance Number of SSDUs initiated at

requirement faculty level

1.5.2.3 Establish a Soft Skils Development VC, DVC Deans Generated Unit (SSDU) in the Faculty and undertake funds programmes for skills development

1.5.2.4 Establish schemes to recognize best VC, DVC Deans No financial performers commitment

1.5.2.5 Reword best performers at the VC, DVC Deans Sponsorships & Number of awards given to undergraduate research conferences generated funds undergraduate researches

1.6 High quality staff in all 1.6.1 Promote the 1.6.1.1 Improve infrastructure facilities related Number of research grants VC, R,B, Deans Generated categories attracted, academic and research to teaching and research activities of awarded funds undergraduates and postgraduates recruited and retained by the culture University 1.6.1.2 Publish Faculty Research Journals at

least two issues per year or annual proceedings Number of Index journal of student research

1.6.1.3 Offer foreign training for young articles VC, R, Deans researchers

1.6.1.4 Establish a career advisory service for young staff through the CGU to find PG Number of research opportunities journals/proceedings

published Sponsorships 1.6.1.5 Streamline and facilitate disbursement of funds

1.6.1.6 conduct awareness programmes on financial regulations for young scientists

Number of FR trainings 1.6.2 Recognition of high 1.6.2.1 Establish schemes to recognize best VC, R, Deans Sponsorships & offered to young researchers performance in teaching performers Other grants and research

1.6.2.2 Provide incentives to high quality researchers

1.6.3 Offer conducive 1.6.3.1 Ensure the availability of qualified Number of CD programmes VC, R,B, Deans support in terms of research support staff offered personnel and infrastructure

1.6.4 Continuous 1.6.4.1 CD programmes for all categories Recurrent & Development (CD) of the generated funds staff

1 .7 To develop student 1.7.1. Imparting 1.7.1.1. Conduct career related information to Number of job orientations VC, DEANS, competencies needed to appropriate job related students in orientation programes programmes conducted D/CGU bridge the gap between skills, knowledge and employer expectations and attitudes Number of reference materials developed for job undergraduate skills 1.7.1.2. Develop career development material orientation programmes for the use of students participants

1.7.1.3. Develop soft skills of students through Number of workshops and VC, DEANS, CGU awareness workshops/seminars/leadership new modules prepared for D/CGU allocation programmes at both faculty and University increasing employability levels

VC, DEANS, 1.7.1.4. Facilitate integration of Career Number of curriculas revised D/CGU Development into the UG curricula with the inclusion of career guidance

1.8. Increase the 1.8.1. Guiding and 1.8.1.1 Conducting multidisciplinary career No of career guidance VC, DEANS, CGU employability of enhancing the guidance training programmes trainings offered D/CGU allocation undergraduate employability of undergraduates 1.8.1.2 Facilitate self employment orientation of students together with government and non- government organizations

1.8.1.3 Stimulate faculties to study the employability of their students and identify prospective employers

1.8.1.4 Prepare career maps for different faculties and publish in the web as a student self guide

1.8.2. Networking with 1.8.2.1 Conduct employer –university No of students received the VC, DEANS, the industry and faculties (Faculty) interactive programmes at faculty CGU services D/CGU for facilitating industrial level for informal networking of students with training and job industry No of internship opportunities

placements. and number of job 1.8.2.2 Workshops/discussions for industrial placements linkages Number of industrial seminar 26

18.2.3. Introduce student seminars/workshops conducted CGU with employers targeting job orientation allocation through faculties/Departments Number of annual career fairs organized at faculty level

1.8.2.4. Establish a web based career hub for information sharing (both industry and Students)

1.8.2.5. Facilitation of information sharing with students with social media

1.8.2.6. Organize annual career fair and internship /recruiting at the faculty level

1.9 Increase the enrolment 1.9. 1 Expand the 1.9.1.1 Marketing and advertisement of degree Number of Foreign Students VC, DEANS, of local and foreign students mandate of the admission programmes offered by the University entered D/CGU committee

Goal 2. Develop resources to enhance the quality of research in order to contribute to the national and international requirements.

KPI Timeline Estimated Co-coordinating

Objectives Strategy Action Programme Cost (Mn.)

8 9 1 7 Responsibility /Source of

20 funding

201 201 201 20 202

2.1 Conducive environment 2.1.1 Provide resources, incentives 2.1.1.1 Offer scholarships, awards, grants for research Number of research VC,DVC,R,B, 116.02 for high quality research and recognition and organize international research conferences projects completed Deans established

2.1.1.1.2 Publish refereed journals/ Magazine

Number of articles 2.1.1.2 Formally establish an international affairs published in peer Deans/ D InRC division to facilitate research related activities reviewed /indexed journals

2.1.1.3 Upgrade labs, libraries, and IT facilities Deans, R,B

2.1.1.4 Facilitate administrative support for research R,B Number of books

published 2.1.1.5 Simplify the procedures governing external and R,B 74.25 foreign research grants

2.1.1.6. Establish an IPR policy for the university Number of including provisions for funding the applications intellectual property rights or patents 2.1.1.7 Establish formal linkages with the IP office and obtained faculties (or IP Clubs) to promote university

participation in IP competitions

Number of research

2.1.1.8 Establishment of accredited laboratory services grants received

Number of labs accredited

2.1.2 Streamline administration of 2.1.2.1 Strengthen the functions of the Senate and VC,DVC,R,B, research programs Faculty Research Committees and the proposed Deans “International Affairs Division” Director/InRC Generated funds 2.1.2.2 Regularly revise the policy of distribution of VC,DVC,R,B the annual research grants &

Annual 2.1.2.3 Link annual research grants to mandatory VC,DVC, Deans university publications in uni/Faculty Refereed Journals research 2.2 International cooperation 2.2.1 Link international research 2.2.1.1 Identify international research .Number of Joint Deans/ D InRC grant for research, student training institutions for collaborative work institutions/funding agencies and publish details research projects and exchange of staff implemented 2.2.1.2 Develop MOUs with identified institutions and Deans/ D InRC promoted facilitate research activities Number of MOUs signed with foreign 2.2.1.3 Regularly review the progress of the MOUs universities/institutes Deans/ D InRC

Number of 2.2.1.4 Monitor and evaluate the National and Deans/ D InRC international research International link programs periodically grants received.

2.2.1.5 Establish a mechanism to attract research grants Deans/ D InRC

2.2.1.6 Establish a funding using earned income

2.2.2 Facilitate visits by eminent 2.2.2.1 Arrange and coordinate visits by eminent Number of research Deans/ D InRC researchers researchers fellows appointed to the university Deans/ D InRC

Number of international research Deans/ D InRC

conferences held 2.2.3 Facilitate staff and student 2.2.3.1 Develop international research programmes Deans/ D InRC exchange Number of

international research 2.2.3.2 Develop proposals for staff and student conferences attended

exchange programmes by staff/students

Number of student/staff

2.3 Cooperation for research, 2.3.1.1 Develop agreements / MOUs and facilitate exchanged student training and exchange activities for joint research projects of staff within Sri Lanka enhanced 2.3.1.2 Implement, monitor and coordinating the programmes

2.3.1.3 Develop inter-university collaborations across

the Sri Lankan Universities 2.3.1. 4 Establish a mechanism to attract the research grants

2.4 Multidisciplinary research 2.4.1.1 Promote relevant and interested organizations 2.4.1 Collaborate with internal and Deans/ D InRC 241.33 and researchers to conduct multidisciplinary research programs facilitated external organizations and Number of researchers for multidisciplinary programmes multidisciplinary

research programmes research programs 2.4.1.2 Arrange and coordinate multidisciplinary completed

research programmes targeting the

national/international needs Number of articles 176.35 with joint authorship published in indexed

2.4.1.3 Prioritize multidisciplinary research in journals allocating university research grants

2.5 Enhancement of staff 2.5.1 Enhance the capabilities of 2.5.1.1. Training academics on proposal writing Number of staff VC,DVC,Deans, profile academic staff to undertake members received D/SDC

research 2.5.1.2 Encourage to take English Professional Tests foreign training 6.03

2.5.1.3 Provide exposure visits to foreign universities for research

Goal 3. Enhance Administrative and financial efficiency within the framework of corporate governance.

KPI Timeline

Co-coordinating

Objectives Strategy Action Programme Estimated Cost

8 9 1

7 Responsibility

201 201 201 20 202

3.1 Existing administrative 3.1.1 Streamline the existing 3.1.1.1 Preparation and finalizing the Job Number of un answered R,B framework enhanced for organizational structure Descriptions for all administrative and non- audit quarries improved efficiency and Academic Staff and include in to the personal files of productivity the employees

Number of Senior officers

3.1.1.2 Review the existing framework of available in the system R,B administrative and service divisions

3.1.1.3 Introduce a MIS system for HR Divisions % data entered to the MIS

3.1.1.4 Review and update the existing Management R,B Guide Nature of the audit opinion 3.1.1.5 Review and update the existing Management R,B 966.25 Handbooks by every two years

3.1.1.6 Restructure the current framework and/or Number of training R,B establish new units to meet the current demand programmes conducted

3.1.1.7 Training needs assessment ( Identify the R, B, AR/NAE relevant training needs to improve performance) Number of annual increments granted 3.1.1.8 Design and conduct training programmes R, B, AR/NAE

3.1.2 Streamline the existing 3.1.2.1 Preparation of Activity plans for each and Percentage increase in R,B procedures of the system every task handle by all the administrative divisions grants obtained

3.1.2.2 Categorize and compile all the circulars Amount of treasury funds issued by relevant authorities for quick reference obtained and utilized

3.1.2.3 Periodical job rotations and staff transfers to Funds received and be introduced with aim of giving all round exposure utilized from other sources 3.1.3 Develop career 3.1.3.1 Identify the career related training needs R,B improvement progammes for non- academic staff 3.1.3.2 Design and conduct training programmes R,B accordingly

3.1.3.3 Introduction of an Enterprise Resource Plan R,B

Continued from page 31 3.2 Improving Monitoring 3.2.1 Develop a review processes 3.2.1.1 Regular reviewing of the administrative R,B and evaluation system process and financial program (at all levels)

3.2.1.2 Streamline administrative and financial R,B information process

3.3 Improvement of 3.3.1 Promote efficiency within 3.3.1.1 conduct awareness and relevant training R,B Efficiency and accountability programmes to enhance efficiency of the employees the system of financial administration 3.3.1.2 Develop and update Financial Activity R,B Guidebook

3.3.2 Widening the knowledge of 3.3.2.1 Periodical job rotations and staff transfers to R,B the staff in relevant areas be introduced with aim of giving all round exposure

3.3.3 improve the existing 3.3.3.1 Introduction of Enterprise Resource Plan R,B Management Information System to provide accurate and timely 3.3.3.2 Link the Central Management Information financial information R,B System with all peripheral users

3.3.3.3 Update and maintain the Fixed Asset Register

3.3.4 Maintenance of a proper 3.3.4.1 Establish a separate record keeping unit for R,B record keeping system the financial administration division Continued 3.3.4.2 Develop a computerized database for quick R,B from page 31 access of information

Goal 4. Increase opportunities for a wider range of educational programmes to contribute towards the development of a knowledge-based society

KPI Timeline Estimated Co-coordinating

Objectives Strategy Action Programme Cost (Mn.)

8 9 1

7 Responsibility /Source of 20

1 funding

201 20 201 20 202

4.1 To enhance and promote 4.1.1 Identify the areas in relation 4.1.1.1 Streamline current distance and continuing .Number of distance D/CDCE, Deans CDCE and the scope and quality of to national needs not covered in educational programmes conducted by the Centre for and continuing other distance and continuing current programmes offered by the Distance and Continuing Education ( CDCE ) educational and generated educational and training University training programmes funds programmes and services to meet national and regional conducted 4.1.1.2 Develop new distance and continuing D/CDCE needs educational programmes and related services Total enrolment of

students 4.1.1.3 Strengthen the training programmes by D/CDCE, Deans Graduation rate improving instructional design and delivery processes Unemployment ratio at 6/12 months

4.1.1.4 Modify/Introduce new study programmes and Number of D/CDCE, Deans establish new departments to meet the national and new/modified study global needs programmes

4.1.1.5 Transformation of conventional offering into Number of e-learning D/CDCE, Deans Virtual Learning/Training mode modules offered

4.1.2 Develop Infrastructure 4.1.2.1 Construction of Buildings/laboratories Number of D/CDCE,R.B facilities (CDCE) buildings/laboratories

4.1.2.2 Purchasing equipment constructed D/CDCE,R.B

4.2 Quality of services offered 4.2.1 Enhance the efficiency of 4.2.1.1 Streamline feedback mechanisms of D/CDCE, Deans by the Faculties, Centres and Faculties, Centres and Units of programmes conducted by the Centres and Units of the Units of the University University University improved

4.2.1.2 Revise the existing programmes to enhance Number of quality programme reviews CDCE and other conducted generated

4.2.1.3 Introduce internal and external reviews of funds of programmes centers &

units 4.2.1.4 Streamline the management structure of Number of D/CDCE, Deans Centres and Units consultancies

conducted 4.2.1.5 Provide services to the public through consultancies/workshops/CSR projects. Number of public seminars/workshops

conducted

Goal 5. Enhance physical and human resources for a conducive and aesthetic environment pertaining to academic pursuits.

Timeline

Co-coordinating Estimated Cost

Objectives Strategy Action Programme KPI

Responsibility (Mn.) /Source

of funding

2017 2018 2019 2020 2021

5.1 Residential facilities, 5.1.1 Review the existing welfare 5.1.1.1 Upgrading and maintenance of residential and Number of seminars VC,DVC, R, WE welfare services and programs and counseling processes other infrastructure facilities for students and staff and workshops for students and staff organized Refer 1.1.2.1 strengthened and upgraded. & 5.6.1 Number of new 5.1.1.2 Establish and Improve the university DVC, C/SS programmes counseling services introduced by the Counselors

SDC. No financial 5.1.1.3 Strengthen the Faculty Counseling system commitment through proper training Number of new residential facilities Generated

provided funds Deans,R, SSC WE, B 5.1.1.4 Upgrade the welfare service Programmes for New Health facilities Students and Staff provided by the Health Centre 5.1.1.5 Enhance the positive and round the clock working environment 5.1.1.5 Enhance the positive working enviorment

5.2 Facilities available for 5.2.1 Review the existing facilities 5.2.1.1 Rehabilitate and expand the infrastructure Number of national DVC, R, D/PE, C/Art 92.82 promotion of Sports, Music, and determine needs for facilities necessary for Sports, Music etc. and international Council Art and Drama upgraded. development events of sports, music, artsand drama

conducted using 5.2.1.2 Develop new facilities for the promotion of facilities available DVC, R, D/PE, C/Art 23.20 Sports, Music etc Council

5.2.1.3 Introduce a physical education module to undergraduate curriculum (faculty of Arts)

5.3 Opportunities available to 5.3.1 Promote greater 5.3.1.1 Organize activities to encourage greater Number of social DVC, R, D/PE, C/Art participate in Sports, Music, participation interaction service projects Council Art and Drama broadened and implemented and greater interaction within the Sponsorships completed University Community promoted. Number of national

awards won by the

5.3.1.2 Introduce informal training programmes for students in sports, C/Art Council , Deans Music, Art and Drama through Arts council music, art and drama DVC,R,D/PE

Number of Inter- 5.3.1.3 Recognize outstanding achievers in Sports, DVC, R, D/PE, PRO university events Music etc. conducted

5.3.2 Strengthen activities of the 5.3.2.1 Introduce reforms into the existing activities DVC, R, D/PE, PRO Number of students physical education division of the physical education division to promote

competitive and recreational sports participated in outside events

5.4 Enhance the interaction 5.4.1 Promote harmony with the 5.4.1.1 Offer Service facilities of the University to a Number of DVC,R,PRO Sponsorships with the wider community by wider community wider community and maintain the university-village communityFunds allocated events and and Other offering available services of concept conductedspent for students using for generated the University. Universityparticipation facilities in funds 5.4.1.2 Undertake community development projects Internationalavailable events

through faculties/societies/centers etc. Number of memberships issued 5.4.1.3 Develop events to build ethnic harmony for outsiders for the ,cohesion and assure social pluralism in the university use of University facilities

Number of open days, exhibitions organized

Number of events for which the university facilities are used

5.5 Provide safe and secure 5.5.1 Establishment of a Safety 5.5.1.1 Introduce a slandered Fire Hydrant System and Completion of the VC,DVC,R,B learning and working office/unit lighting protection system establishment of new 167.07 environment of the university. safety unit

5.5.1.2 Rewiring of electricity system of the Hostels

Number of building Referred to 5.5.1.3 Fire precautions for valuable machines rehabilitation projects page 37 (5.5.1) completed 5.5.1.4 Installation of CCTV cameras/security systems for identified specific areas % of completion of rehabilitation of electrical rewiring

5.6 Enhance the Services to 5.6.1Maintain and improve the 5.6.1 Rehabilitation of old university buildings VC,R,B,WE,PE maintain the infrastructure of quality of Services % of completion of the university 5.6.2 Rehabilitation of the old water supply lines rehabilitation of water supply system

5.6.3 Introduce new strategies for Maintenance of VC,R,B, WE

Fixed Assets of the University

6381.37

5.7 Maintain the historical and 5.7.1 New developments should 5.7.1.1 New constructions should be reviewed by the VC,R,B, WE landscape features of the be in conformity with the original LBMC/professional architectural services university Master Plan of the University 5.7.1.2 Identify and demarcate the boundaries of the university lands

5.7.1.3 Prepare for green university

VC - Vice-Chancellor WE - Works Engineer

DVC - Deputy Vice-Chancellor PRO - Public Relations Officer

R - Registrar C/Arts Council - Chairman/Arts Council

B - Bursar D/All Centres and Units - Director/ All Centers and Units

D/InRC - Director/International Research Centre D/CDCE - Director/Centre for Distance and Continuing Education

SSC - Senior Student Counselor D/PGI - Director /Postgraduate Institutes

D/PE - Director/Physical Education D/CGU - Director/ Carrier Guidance Unit

CD - Carrier Development D/SDC - Director/Staff Development Centre

SAR/NAE - Senior Assistant Registrar/Non-Academic Establishments