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Lasbela University Strategic/Business Plan 2013–2018
Submitted to: Higher Education Commission of Pakistan
Prepared By: Dr. Manzoor Ahmed Dean Faculty of Social Sciences, Management & IT
Endeavour for Quality Education Lasbela University of Agriculture, Water and Marine Sciences January 2014
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Table of Contents
Chapter 1: Introduction ...... 7 MISSION ...... 8 VISION ...... 9 GOALS ...... 9 Chapter 2: Governance and Ownership ...... 10 2.1: Governing Authorities and their Role ...... 10 The Senate Shall Consist of: ...... 10 The role of the Senate includes: ...... 11 The Syndicate Shall Consist of: ...... 11 The functions of Syndicate comprise:...... 11 The Academic Council constitutes of the following members: ...... 12 2.2: Management Structure ...... 14 2.2.1. The Chancellor...... 14 2.2.2. Vice Chancellor ...... 15 2.2.3. The Pro Vice Chancellor ...... 15 2.2.4 The Registrar ...... 15 2.2.5 The Dean ...... 15 2.2.6 The Treasurer...... 15 2.2.7 The Director Planning and Development (P&D) ...... 15 2.2.8 The Controller of Examinations ...... 16 2.2.9 Provost University Hostels ...... 16 2.2.10 Director of Works ...... 16 2.3: External Relations and Development ...... 16 Chapter 3: Environmental Scan ...... 18 3.1: Education sector in Pakistan (Higher Education Perspective) ...... 18 3.2: Competitiveness of Universities/Institutes ...... 21 3.3: Competitors – Public and Private Universities/Institutes ...... 21 3.4: Application of Strengths Weaknesses, Opportunities and Threats (SWOT) Tool ...... 22 Major Strengths of Lasbela University ...... 22 Major Weaknesses of Lasbela University...... 22
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Major Opportunities for Lasbela University ...... 23 Major Challenges to Lasbela University...... 24 3.5: Universities/Institutes Assessment Tool ...... 28 Chapter 4: Academic Programs ...... 31 4.1: The Introduction of new Programs and the Expansions of Existing ones ...... 31 The Department of Economics ...... 33 Developing of Linkages ...... 34 The Faculty of Linguistics and Literature ...... 34 Salient points for Undergraduate Programs ...... 34 Salient points for Postgraduate Program...... 35 Developing International Phonetic Alphabet (IPA) laboratory ...... 35 The Faculty of Marine Sciences ...... 35 Manpower Development in Marine Science Faculty...... 37 Developing International Linkages in Marine Sciences ...... 37 Establishment of Coastal Research Stations ...... 37 The Faculty of Veterinary and Animal Sciences (VAS) ...... 37 The Faculty of Plant of Crop Sciences ...... 38 Manpower Development in the Faculty of C&P ...... 39 Developing National and International Linkages ...... 39 Manpower Development ...... 40 Developing of Linkages ...... 41 4.2: Curriculum (Review of existing and new ones) ...... 41 4.3: Method of Delivery ...... 41 4.4: Recognition and Certification ...... 41 4.5: Research ...... 41 4.6: Partnership and Outreach ...... 41 4.7: Under Graduate Program ...... 41 4.7.1: Strengthening the Undergraduate Program...... 42 4.7.2: Attracting Quality Undergraduate Students ...... 42 4.8: Post Graduate Programs...... 44 4.8.1: Strengthening the Post Graduate Programs ...... 44 4.8.2: Attracting quality post graduate students...... 44 4.9: Doctoral Program ...... 46 4.9.1: Strengthening the Doctoral Program ...... 46
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4.9.2: Attracting Quality Doctoral Students ...... 46 Table 7: Strategy Formulation for Doctoral Programs ...... 46 Chapter 5: Students ...... 48 5.1: Academic Nurseries (Schools and Colleges) ...... 48 5.2: Academic Discipline ...... 48 5.3: International Students ...... 48 Chapter 6: Research and Consultancy ...... 52 6.1: Inculcating the Research and Consultancy Culture ...... 52 6.2: Revenue generated from Research and Consultancy ...... 52 6.3: Management support for research and consultancy ...... 53 Targets and Goals ...... 53 Chapter 7: International Academic Network ...... 60 7.1: Strategic Linkages with the Universities/Institute of repute around the Globe ...... 60 7.2: Academic Program ...... 60 7.3: Students Exchange Program ...... 60 Chapter 8: Infrastructure and Facilities...... 63 8.1: Planning for Infrastructure and Facilities ...... 63 8.1.1: IT labs ...... 63 8.1.2: Laboratory and Workshops ...... 63 8.1.3: Academic Facilities (Lecture rooms/theatre/hall) ...... 63 8.1.4: Library ...... 64 8.1.5: Recreational facilities ...... 64 Sports ...... 64 Sporting Facilities ...... 65 Debates, Magazine ...... 65 8.1.6: Family accommodation and support services ...... 65 8.1.7: Administration Block ...... 65 8.1.9. Conference Room/Senate Hall ...... 66 8.2: Information and Communication Technology (ICT)...... 66 Chapter 9: Human Resources...... 69 9.1: General Human Resource Policies ...... 69 9.2: Recruitment and Retention Policies ...... 70 9.3 Mechanism for Identify Gaps in Recruitment and Retention Policy ...... 70 9.3: Growth and Development (HRD) ...... 71
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9.4: Performance Management ...... 73 9.5: Remuneration and Benefits ...... 73 9.6: Projection of Staff ...... 73 9.6.1: Projected Number of Academic Staff ...... 73 9.6.2: Projected Number of PhD Degree Holders ...... 73 9.6.3: Projected Number of Administrative Staff ...... 74 Chapter 10: Finance ...... 76 10.1: Background ...... 76 10.2: Sources of Income ...... 76 10.2.3: Miscellaneous Income ...... 77 10.2.4: Income from Strategic Business Units...... 77 10.2.5: Income from Subsidiary Companies/Units if any...... 77 10.2.6: Income from Consultancies ...... 77 10.2.7: Income from Research by increasing Scale of Research and Program based Funding ...... 77 10.2.8: Donation from Government ...... 78 10.2.9: Tapping other Sources ...... 78 10.3: Financial Sustainability...... 78 10.3.1: Income and Expenditure Statement ...... 78 10.3.2: Balance Sheet ...... 79 10.3.3: Cash Flow Statement ...... 80 10.3.4: Maintaining Financial Bed ...... 80 10.3.5: Long term investment ...... 81 10.3.6: Adopting and maintaining Entrepreneurizing Culture ...... 81 10.4: Entrepreneurial Thrive ...... 82 Chapter 11: Networking ...... 86 11.1. Government Agencies ...... 86 11.1.1: Higher Education Institutions/Departments of the Province ...... 87 11.1.2. Higher Education Commission ...... 87 11.1.3: Finance Department ...... 88 11.1.4: Economic Affairs Division (EAD) ...... 88 11.1.5: Local Authorities ...... 88 11.2: Industry ...... 89 11.3: Alumni ...... 90 11.4: Community ...... 90 5
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Office for Research and Innovation and Commercialization (ORIC) ...... 92 Controller Examinations ...... 92 Chapter 12: Linkages with National and International Donors ...... 94 12.1: Generating Revenue ...... 94 12.2: Students Scholarships ...... 94 The British Council ...... 94 Pak-USAID Merit and Needs Based Scholarship Program ...... 95 HEC Need Based Scholarship Program ...... 95 Chapter 13: Marketing and Promotion (Branding) of Academic Excellence ...... 98 13.1. Introduction ...... 98 13.2: Partnership ...... 98 13.3: Outreach ...... 99 13.4: University/institute as a Center of Excellence for the Community of the World ...... 99 13.5: External Relations and Communication ...... 99 13.6: Create a strong University’s/Institute’s Community ...... 99 13.7: Develop a Quality Mindset ...... 99 Chapter 14: Recommendations ...... 101
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Chapter 1: Introduction
Pakistan has a coastal line running over 1000 Km along the shores of Arabian Sea, out of this, 700 Km lies within the provincial boundaries of Balochistan province. Besides the province has been bestowed by natural with innumerable natural resources with immense economic potentials. However, there has hardly been any effort made to explore these potentials either by the Federation or Province. The world has moved beyond the limits of harnessing the exploitation of conventional economic potentials, and broadens the frontiers for gathering the benefits of marine resources buried, by the nature, under the waters of oceans. We would never do it, if we did not start developing our human resource for the same, whether it is the rich marine life or the mineral treasures deposited at or below the bottom of our seas. We must admit that we have neglected to address this field so far and even if we start now it will take at least a decade to have suitable size and quality of human resource to undertake some effort in this direction. Balochistan has lagged behind in the field of agriculture/livestock development, management of water resources, governance and social and economic development. Despite the fact that about 80% of provincial population is dependent on agriculture and livestock, sufficient attention has not been given to education and research in agriculture, livestock and water sectors. Resultantly, agro-based industry also did not establish its roots in the province. Delicious fruits produced in northern Balochistan, vast number of varieties of dates found in Makran division of the province, and the potential of tropical fruits farming along the coastline, i.e. Districts of Lasbela and Gwadar can substantially add to the GDP if properly managed through modern technology. With this, there has always been a need to search for and develop new varieties of plants/crops, which can be grown in different ecological zones of Balochistan for higher gains in quality as well as quantity. Livestock is another sector, which suffered from negligence at both national and provincial levels. Various species of sheep, goat and camels found in Balochistan have a great demand in the Middle East. However, the scientific and technological developments have never been made use of, nor there were any institutions available to educate or train the human resource to materialize the economic potentials of this sector. Seats reserved in the colleges/universities of other provinces were never sufficient and remained far below the requirements of the human resource for the sector, which led to the glaring fact that over the years the announced positions for livestock department, Government of Balochistan often outnumbered the eligible candidates. Situation of training in lower staff is even worse. There are no organized farms except few negligible numbers. Essentially this potential in Balochistan province also remains vastly untapped. Not all this, the poor governance and economic mismanagement has been a critical issue of Balochistan lingering on for the decades with serious implications virtually on all aspects of the provincial economy. The availability of skilled and trained human resource in order to run the business of the economy – both public and private – has been a thorny subject in Balochistan. 7
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Often time the need for economists, business executives and computer scientists are felt in all walks of life Balochistan. Given that the province requires a trained human resource pool to jack- up its economy, there has been a wide gap in social sciences research and scholarship. Realizing the gravity of the situation, Government of Balochistan decided to establish a University, which could address all the above areas of scientific studies with a view to developing adequate human resource and providing a strong base for research and development in the fields of Economics and Management, Marine sciences, Plant and Crop Sciences, Animal and Veterinary Sciences, Water Sciences, Information Technology, Social Sciences and Arts and Humanities. Lasbela University of Agriculture, Water and Marine Sciences (Lasbela University), Balochistan was therefore, chartered on March 07, 2005. Premises of Lasbela Textile Mills Uthal, with 102 acres of land and buildings of various types having covered area of over one million square feet was handed over to the University on March 30, 2005. After receipt of some grants, renovation, rehabilitation and remodeling of buildings were started in July 2005. Lasbela University announced admissions in October 2005, and having gone through the procedural formalities of admission, classes of BS Marine Sciences and Doctor of Veterinary Medicine (DVM) were started on November 29, 2005, and subsequently, the university has launched numerous undergraduate and postgraduate programmes in whole range of disciplines. Currently students are pursuing their respective degree programmes under the supervision Ph.D. and MPhil qualified faculty members. However, this being just the start, Lasbela University has to go a long way in developing its physical infrastructure, laboratories, libraries, research facilities, farms and the required human resource before it assumes a status of respectable seat of higher learning with refutable contribution to quality research and scholarship. The vision drawn for development of all these facilities are thoroughly charted out in this five years vision document. Lasbela University is committed to the removal of barriers that restrict access to and success in university-level studies and to increasing equality of educational opportunity for adult learners worldwide. We are dedicated to excellence in teaching, research and scholarship and to being of service to the general public. By 2018 The Lasbela University will be one of the top teaching and research universities in Pakistan, if not in the world, where all students will enjoy a rewarding educational and wider experience; known countrywide as a place where the highest academic values and educational innovation are cherished, where research prospers and makes a real difference, and where the fruits of scholarship resonate throughout society.
MISSION Substantial contribution towards national economic growth and social development by providing highly trained and skilled manpower, specially to the province of Balochistan, in the fields of emerging Arts and Sciences including objective and cutting-edge research.
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VISION Lasbela University will be a respectable seat of learning in Pakistan with a special status in the fields of Social Sciences and Business Studies, Marine, Veterinary, Water and Agriculture providing higher education, research, training and consultancy services to the public and private sector, while ensuring availability of fully qualified and skilled human resource to work at various tiers of their hierarchy. The students passing out from Lasbela University will be equipped with knowledge, skill, confidence, enthusiasm and the enterprise built around the latest developments in science and technology as per international job environments, for successful self-employment and active participation in socio-economic growth and uplift of their respective communities.
GOALS To provide a seat of higher learning and research with international recognition. To establish seven faculties and fifty-three departments. To train 2000 (Under Graduate), 250 (Postgraduate) and 20 (Ph.D.) per year. To establish an efficient organizational and supporting mechanism for patent registration of Lasbela University research with ISO certification. To establish a database for national and international career services. Education for all without any discrimination of race, caste, language, status and gender. To create technocrats in Agriculture, Water, Marine and Veterinary Sciences to fulfill national and provincial requirements. To provide opportunities, in the long run, for higher studies in Basic, Social and Management Sciences. To uplift the living standard of an ordinary farmer and fisherman through training and education. To induct modern technologies in Agriculture, Water, Livestock and Marine Sciences as per WTO requirements.
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Chapter 2: Governance and Ownership
2.1: Governing Authorities and their Role Lasbela University is a public sector university, funded by the Higher Education Commission of Pakistan. Thus, the Government of Pakistan owns the University. The following main bodies govern the university: The Senate; The Syndicate; The Academic Council; The Board Studies; The Board of Advance Studies and Research; The LUAMWS Selection Board.
The Senate Shall Consist of: 1. The Chancellor; 2. The Vice Chancellor; 3. The members of the Syndicate; 4. The Deans; 5. The Director of University Institutes; 6. The Principal of Constituent Colleges; 7. The University Professors and Emeritus Professors; 8. The Chairman of the Teaching Departments; 9. The Officers or Teacher in charge of Students Affairs; 10. Three Principals of Affiliated Colleges to be elected by the Principals of all such Colleges from amongst themselves; 11. Ten Teachers of affiliated Colleges having at least three years services in an affiliated Colleges to be elected by the teachers of all such colleges from amongst themselves; 12. Chairman of the Board of Intermediate and Secondary Education located within the jurisdiction of the University; 13. Two representatives of the affiliated college’s, students Unions to be elected by the Presidents of all the affiliated colleges students’ Unions; 14. Fifteen University teachers; 15. Five registered graduates to be elected by all such graduates to be elected by all such graduate from amongst themselves; 16. The Registrar; 17. The Treasurer; 18. The Controller of Examinations; 19. The Librarian; 20. Member of the Provincial Assembly of Balochistan; 10
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21. The director of education colleges, within territorial limits of the university, and; 22. Three members to be nominated by the Academic Staff Association.
The role of the Senate includes: 1. To consider the drafts Rules proposed by the Syndicate; 2. To Consider and pass resolution on the annual report, the annual statement of accounts and the annual revised budget estimates; 3. To appoint members to the Syndicate and other Authorities in accordance with the provision of the University Act; 4. To delegate any of its powers to an authority of officer or a committee of sub-committee, and; 5. To perform such other functions as may be prescribed by Rules.
The Syndicate Shall Consist of: 1. The Vice Chancellor (The Chair of the Syndicate); 2. The Pro-Vice Chancellor; 3. The senior most Dean, appointed by the Governor; 4. External Member 1 (shall be recommended by the Vice Chancellor and approved by the Chancellor); 5. External Member 2 (shall be recommended by the Vice Chancellor and approved by the Chancellor); 6. External Member 3 (shall be recommended by the Vice Chancellor and approved by the Chancellor). 7. 2 Senior Academics. 8. The Registrar (Secretary).
The functions of Syndicate comprise: 1. To hold, control and administer the property and funds of the University; 2. To govern and regulate, with due regard to the advice of the Finance and Planning Committee (FPC) in this behalf, the finance, accounts and investments of the University and for that purpose such agents as it may think fit; 3. To consider the annual report, the annual and revised budget estimates and to advice the Senate thereon, and to re-appropriate funds from one major head of expansion to another; 4. To transfer and accept transfer of movable of immovable property on behalf of the university; 5. To enter into, and, carry out and cancel contracts on behalf of the University; 6. To cause proper books of accounts to be kept for all sums of money received and expanded by the University and for the assets and Liabilities of the University; 7. To invest any money belonging to the University including any unapplied incomes in any of the securities; 8. To revive and manage any property transferred and grants, bequests, trusts, gifts, donations endowments and other contributions made to the University;
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9. To administer any funds placed at the disposal in the University for specified purpose; 10. To determine the form, provide for the custody and regulate the use of the common seal of the University; 11. To provide the buildings, libraries, premises, furniture, apparatus, equipment and other mean required for carrying out the work of the University; 12. To establish and maintain halls of residence and hostels; 13. To affiliate and disaffiliate colleges; 14. To admit educational institutions to the privileges of the university and with draw such privileges; 15. To initiate and suspend or abolish academic posts; 16. To create and suspend or abolish administrative and research extension posts; 17. To appoint University teachers and other officers on the recommendation of the Selection Board; 18. To appoint emeritus professor on such terms and condition as may be prescribed; 19. To confer Honorary Degrees in accordance with the conditions prescribed; 20. To prescribed the duties of officers, teachers and other employees of the University and; 21. To suspend, punish and remove from the services officers.
The Academic Council constitutes of the following members: 1. The Vice Chancellor, who is chairs the council; 2. The Pro-Vice Chancellor; 3. The Deans of the Faculties and Heads of departments as may be prescribed; 4. Five members representing the departments, institutes and the constituent colleges to be appointed in the manner prescribed in the senate; 5. Two principals of the affiliated colleges; 6. Five Professors including Professor Emeritus; 7. The Registrar; 8. The Controller Examinations and; 9. The Librarian. Some of the key functions of the Academic Council: 1. The academic Council is the principal academic body of the University, and subject to the provisions of the Act and Statues, has the power to lay down proper standards of instruction, research and examination, and to regulate and promote the academic life of the University and the Colleges; 2. The Council also approves the policies and procedures pertaining to the quality of academic programs; 3. The council also approves the academic programs; 4. It approves the policies and procedures pertaining to student related functions including admissions, punishments, examinations and certification and; 5. Approves the policies and procedures assuring the teaching and research, etc.
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According to the LUAWMS Act, there shall be a separate The key functions of the Board of The Board of Board of Studies for each subject or a group of subjects Studies are: Studies which shall consist of: I. To advise the authorities (i) The Head of Department/Institute/Center on all academic matters (Chairman); connected with (ii) All Professors and Associate Professors in that instruction, research and Department/Institute/Center; examinations, curriculum (iii) Two and more relevant faculty members from etc. HEIs to be nominated the concern dean(s) and II. To propose curricula and appointed by the Vice Chancellor syllabi for all degrees, diploma\s and certificate courses. III. To suggest panel of names of paper setters and examiners. IV. To scrutinize and recommend research proposals (MPhil, PhD candidates) to BASR for approval The Board of Advanced Studies and Research shall The key functions of the ASRB are: The Board of consist of: I. To advise the authorities Advanced I. The Vice-Chancellor (Chairman) on the matters concerned Studies and II. The Deans with the institution and Research III. Three University Professors other than Deans to promotion of advanced be appointed by the Vice Chancellor studies and research. IV. The Director Advanced Studies and Research II. To appoint supervisors for V. The Registrar research students and to VI. The Deputy Registrar (Academic) (Secretary) determine the subject of their theses. III. To recommend panel of names of paper setters and examiners for research examinations after considering the proposals of Board of Studies. IV. To deliberate and approve/disapprove the research proposals. The LUAWMS Selection Board shall consist of: The key functions of the LUAWMS The LUAWMS I. The Vice-Chancellor (Chairman) Selection Board are: Selection Board II. The Pro-Vice Chancellor The Selection Board shall consider III. The Chairman or a member of the Balochistan the applications received and short- Public Service Commission to be nominated by listed in response to advertisement the Chairman and recommend to the Syndicate IV. The Dean of the concerned Faculty the names of suitable candidates for V. One member of the Syndicate appointment to teaching and non- VI. The Secretary or his/her nominee of the ministry academic staff. finance, Government of Balochistan. VII. The Vice Chancellor, Balochistan University of Information Technology, Engineering and Management Sciences, Quetta. VIII. The Registrar (Secretary) The Finance and Planning Committee (FPC) shall consist According to section 9 of the First The Finance of: Statutes of the University, the key and Planning I. The Vice-Chancellor (Chairman) functions of the FPC are: to advise 13
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Committee II. The HEC representative, member the and University and Syndicate (FPC) III. The Pro-Vice Chancellor on all matters related to planning, IV. The Secretary or his/her nominee of the ministry development, finances, investment finance, Government of Balochistan and accounts of the University. V. The Dean Faculty of Crops and Plant Sciences VI. The Director Finance VII. The Director Planning and Development VIII. The Director Works IX. Registrar (Secretary)
2.2: Management Structure
2.2.1. The Chancellor
The Governor Balochistan is the Chancellor of the University. He appoints the Vice Chancellor for proper management of the University. Usually the Chancellor does not interfere directly in the University affairs unless he believes that the proceedings of any authority are not in accordance with the relevant rules/regulations. Where an authority fails to carry out the advice of the Chancellor within the specified period, the Chancellor may issue such directions, as he deems fit and it is mandatory for the Vice Chancellor to ensure proper compliance.
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2.2.2. Vice Chancellor The Vice Chancellor is the Chief Executive Officer of the University who is responsible for all administrative and academic functions of the University and for ensuring that the provisions of the Act, Statutes, Regulations and Rules are faithfully observed in order to promote the general efficiency and good order of the University. He/she has administrative control over the officers, academics and other employees of the University. He is also the principal signatory of all banks accounts of the University, and is the chair of all statutory bodies except the Senate.
2.2.3. The Pro Vice Chancellor The Chancellor of the University shall appoint the Pro-Vice Chancellor through the Search Committee. The Pro-Vice Chancellor aids and advises the Vice Chancellor in the matters as asked by the Vice Chancellor. The Pro Vice Chancellor, in the absence of the Vice Chancellor, becomes the acting Vice Chancellor and duly presides over all Committee meetings.
2.2.4 The Registrar Registrar is the Principal Administrative Officer of the University who is recommended by the LUAWMS Selection Board and appointed by the Syndicate. He/she is the custodian of the Common Seal of the University. He/she is the Secretary of almost all the Statutory Bodies of the University.
2.2.5 The Dean A dean of the University is appointed by the Vice Chancellor from the most senior academics. He/she is Academic Head of the faculty (teaching departments) and works under the supervision of the Vice Chancellor. He/she is responsible to ensure proper implementation of the rules/regulations relating to various academic departments. He/she shall advice the Vice Chancellor on matters relating to teaching, research and academic programs and to present candidates for admission to degree courses.
2.2.6 The Treasurer The treasurer exercises general supervision over the funds of the University and is responsible to hold and manage the properties and investments of the University. He/she is to see that the limits fixed for recurring and non-recurring expenditures for a fiscal year are not exceeded and the money is spent for the purposes for which it was granted or allocated. He/she shall prepare the annual accounts and budget of the University and to keep a constant watch on the cash and bank balances and investments. He/she is to watch the progress of collection of revenue and advice on the methods of collection employed, and to bring to the notice of the Vice Chancellor any un-authorized expenditure or any other financial irregularity and suggest appropriate action against persons at fault. He/she shall also call from any office of the University, any information or report that he may consider necessary for the performance of his functions.
2.2.7 The Director Planning and Development (P&D) The Director P&D is responsible for projects planning, coordination, implementation, monitoring and evaluation, including preparation of PC-I, PC-II, PC-III, PC-IV and PC-V. He/she is to prepare cash, work and activities plan, and also responsible for the preparation of Public Sector Development Programs. He/she is to prepare quarter-wise expenditure statements and monthly and quarterly progress reports. He is to coordinate meetings with monitoring teams, the HEC and the Planning Commission, Project Directors, Directorate of Works, procurement 15
2013-2018 [LUAWMS STRATEGIC / BUSINESS PLAN] under developmental projects through Purchase Committee, communicate/submit reports, plans and projects to the HEC, the Planning Commission and the concerned Ministries and pursue the development grants from the HEC, the Planning Commission and the donor agencies, if any.
2.2.8 The Controller of Examinations Controller of Examinations performs examinations related functions, including the issuance of date-sheets, conducting the theoretical as well as practical examinations, coordinating the examination work with different committees and affiliated colleges, declaring results for various courses, coordinates paper-setting work etc.
2.2.9 Provost University Hostels The Provost is the head of University hostels working under the Vice Chancellor. He/she is responsible for overseeing all aspects of hostels’ operations including lodging and boarding facilities for resident students.
2.2.10 Director of Works Director of Works is the head of the Directorate of Works. He is responsible for the maintenance of campuses of the University for civil and electrical works. He oversees the construction and development of new projects of the University.
2.3: External Relations and Development The Office of the Research, Innovations and Commercialization (ORIC) has been assigned the function of the External Relations and Development of the University. In carrying out this important function, the ORIC endeavors to enter into collaborative arrangements with leading academic and research institutions of the world, seeking mutually beneficial arrangements where both collaborating institutions can share knowledge, technical expertise, efficient educational practices and relevant research material. Whether the linkages are established through personal contacts, through government agencies or any other link, the intention is to obtain such an arrangement where the best possible assistance can be provided to or obtained from institutions working in the same areas as Lasbela University. The role of the ORIC is to provide a framework for academic cooperation, upon which the faculties and academic departments of Lasbela University can build for the overall benefit of the Institute. The University has developed a wide network with many universities/institutes/centres/departments and subsequently signed Memorandum of Understandings with them. Following are universities/organizations with which Lasbela University has formal linkages:
Durham University Business School, UK; East Anglia University, UK; National Outreach Consortium with LUMS, IBA, BUITMS and other panel universities/institutes; Applied Economics and Research Centre, University of Karachi; The Department of Anthropology/Sociology, Qaid-I-Azam University, Islamabad; Allama Iqbal Open University Islamabad; 16
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Universities of Balochistan, BUITMS and SBKWU; Pakistan Agriculture Research Council and; National Institute of Oceanography.
Through these networks, Lasbela University will expand the network of its external relations over the next five years, which will raise public awareness of the University as a quality research, and educational institution that is distinctively innovative and entrepreneurial. In addition to this, such networking shall be used to: Joint courses and academic programs development; Joint research Collaborations; Faculty exchange programs; Staff exchange programs; Students exchange programs.
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Chapter 3: Environmental Scan
3.1: Education sector in Pakistan (Higher Education Perspective) After the formation of the HEC in 2003, there has been a significant change and transformation to the landscape of the higher education in Pakistan. Numerous new universities and research centres have been established and existing universities and centres have been massively upgraded with improved teaching and research. Overall the university level enrollments has enhanced from 2.6% of 17-23 year age cohort to 5.1% in internationally recognized three tier, Bachelors, Masters, Doctoral study programs respectively. Because of the implementation of an ambitious faculty development program, nearly 10,000 overseas doctoral scholarships have been awarded in order to strengthen the respective faculties of the universities. Initially attention was given to engineering and the scientific disciplines that resulted in almost ten-fold rise of doctoral dissertations in the engineering disciplines. Agriculture sciences, which had witnessed significant investment for three decades hence, saw stimuli that benefitted from the existing strong base of researchers with excellent credentials who were able to take advantage of new programs launched for promotion of research. Similarly, the priority given to the support of basic sciences discipline, i.e. Physics, Chemistry, Mathematics and Biology accompanied by the establishment of multi-disciplinary central laboratories, resulted in strengthening of the existing departments, opening of new programs and specializations, and doubling of international publications in these disciplines over the past five years. The advancement in the area of Arts, Humanities and Social Science disciplines were though not visible that much. While opportunities for postgraduate scholarships and research were available, significant weakness of the undergraduate system of education in these fields neither allowed sufficient candidates to benefit from the graduate scholarship opportunities available, hence, nor did research flourish. A midterm analysis of the issue resulted in establishment of an Arts, Humanities and Social Science Research Council (AHSS) that chartered a path of growth for these disciplines. Performance of Area Study Centres, Pakistan Study Centres and other Centres of Excellence was analyzed to understand discipline and area specific issues. Committees of experts in the languages and other specialized areas provided input for support of the specific research journals, local conferences, and academic programs. Implementation of all these recommendations has seen a turn-around and development of AHSS disciplines. However, much more remains to be done. In the academic arena, the four year university-level, undergraduate program is now standardized and on offer at almost all universities and degree awarding institutions opening an entire new world of choices to students passing out after the 12 grade from schools and colleges. Curriculum for the new four-year university programs has been developed to reflect the collective wisdom of subject experts in the country and abroad, ensuring that weaknesses of students entering the university system are identified and addressed. The curriculum developed
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2013-2018 [LUAWMS STRATEGIC / BUSINESS PLAN] addresses the requirements for a significantly broader based skill set of graduates so that they enter the employment market and are able to be productive in the shortest possible time. The four-year programs were targeted to be initially implemented at the university and degree awarding institution level. Recognizing that the tertiary education sector also includes the nearly 2,000 affiliated colleges, distance education students, as well as “private” candidates, the ground was laid for the launch in colleges of these integrated and broad based four-year programs in market oriented disciplines. Research has become part and parcel of university life as demonstrated by a more than 25% average annualized increase in publications in international impact factor journals. University faculty members now are writing research proposals, guiding post-graduate students, presenting papers at conferences and writing journal papers. The recent establishment of Offices of Research, Innovation (ORICs) and Commercialization in seven pilot institutions signals the institutionalization of research culture that is expected to result in significantly enhance research funds coming into institutions of higher learning along with a gradual increase in innovation activity, commercialization of research output along with launch of start-up companies. Another recent initiative has been the establishment of Business Incubation Centres at universities to foster the growth of new companies capitalizing on intellectual property developed at the university. These initiatives will lead to the development of technology parks that will house startup companies graduating from the Business Incubation Centres, Corporate Research offices as well other Government Centres of Research Excellence. The past decades have witnessed a significant enhancement in the role played by Quality Assurance and Accreditation processes. These developments have been spearheaded by the higher education harmonization process being carried out under the auspices of the Bologna protocol that no longer relies on the institution of higher learning being legally chartered and providing quality education. It is now also necessary to identify the accrediting agency certifying the quality of academic program delivered and may also include independent quality certification of the institution as well. In line with these developments the entire quality infrastructure of higher education for Pakistan was developed and implementation initiated. This involved establishment of Quality Enhancement Cells with the responsibility to take institutional ownership of all quality related issues; support of existing program accreditation councils and establishment of new ones in important professional areas such as, computing, agriculture, and business and teacher education. The largest program of the HEC during the first five-year development period was that of provision of scholarships for faculty development. These scholarships were provided directly by the HEC as well as through HEC funded university development projects. Both local and foreign fully funded MS and PhD scholarships were awarded along with post-doctoral fellowships. A pilot program for split PhD scholarships was also run, however, it was observed that there was limited capacity in the country for carrying out split-side PhD scholarships involving joint
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2013-2018 [LUAWMS STRATEGIC / BUSINESS PLAN] supervision of research and equal time being spent by the scholar in the local as well as foreign institutions. While more than 10,000 scholars are availing these scholarship opportunities, it is clear that the high growth in student enrolment at institutions of higher learning, together with the requirement of increasing the percentage of university faculty having PhD degrees, will require significant enhancement of fully funded scholarship programs, enhanced opportunities for split- side PhD and six-month to one year. The involvement of all stakeholders such as government, community leaders, philanthropists, industry specialists, academicians and alumni are a sin quo none of modern HEI governance. These sectors balance each other and when support of one-sector wanes, another steps in to fill the vacuum. Partnerships among these sectors can reduce various problems regarding continuity, growth and financial support. Whatever strategy HEls adopt to fulfill their resource needs, a governance structure involving all stakeholders is imperative in achieving successful growth. All academic institutions require an effective vision and strategies to produce quality graduates. Certainly, the dominant product of an educational institution is its human capital in the shape of its graduates. It is crucial, therefore, to focus on the development of processes guaranteeing the production of highly skilled professionals that respond to the needs of the market place. This quality maintenance process integrates various imperative parameters (clear mission, well defined objectives, up to date curriculum, qualified faculty, better teaching learning process, monitoring/evaluation system and professional learning environment). The development of high caliber graduates must also be accompanied with the generation of new knowledge for which research focus is required, that is dependent on the nature of the institution. Progress in academics and research are both guided by the needs of the community, industry and the country at large. Fiscal efficiency is as much a requirement and necessity for academic institutions as it is for any for fundamental achievement of corporate governance in HEIs is to control spending and increase the market share in terms of human capital according to the demands of job market. By adopting the above-mentioned growth and cost control practices HEIs will earn a great deal of respect in society due to their perception of working for socio-economic uplift of the masses without monetary gains. It is important to take steps to implement requisite structure changes and statutory framework to enhance university governance and fiscal effectiveness. This would not only lead to reduce fiscal reliance on the Government, but would also create opportunities for an autonomous, self-reliant and self-regulatory educational system. In order to make the system progressive and responsive to the national as well as international demands there is a need for pragmatic evolutionary approach in steering university governance to achieve the desired objectives. Institutions of higher learning in Pakistan have been successful in placing themselves on the path of academic and research transformation of their institutions, which is starting to bring them at par to the world. The challenge now is to
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2013-2018 [LUAWMS STRATEGIC / BUSINESS PLAN] harness these achievements to prepare and implement plans for growth and development of their institutions, helping build the local community and economy, so that the HEIs may achieve their rightful position of leadership in society.
3.2: Competitiveness of Universities/Institutes The most important aspect for the universities and HEIs is to remain competitive. Competitiveness can only be achieved through research and publications. This aspect adds credibility to the University particularly in qualitative terms. Research needs funding and funding is hard to get. To remain competitive, the University needs to meet the demands of the industry to improve the quality of higher education and bridge the gap between academia and industry. Competitiveness also means competing against adversity and odds. Pakistani universities are not only competing with sister universities within Pakistan, but they got to be at the cutting- edge competition with the foreign universities as well. The world has become a global village. Universities have to act globally. No one is going to protect higher education centers in this highly competitive environment even if they want to. There are international pressures as well and this pressure is going to increase in future. It is very important that universities remain competitive and alert on domestic as well as international front. Lasbela University is unique in many of the subjects and disciplines – Marine Sciences, Animal Sciences Studies, and Agriculture are classic examples – however, in other disciplines Lasbela University functions in local, regional, and national level competition. Particularly, in the areas of Social Sciences, Management Studies, and Information Technology, as well as in Engineering, the University has to compete to attract meritorious students from around the Balochistan in Particular and Pakistan in general. Other universities in Balochistan may be key competitors of Lasbela University in particular. Some of them are as follows: The University of Balochistan, Quetta – in the field of Social Sciences (Economics and English); Balochistan University of Information Technology, Engineering and Management Sciences, Quetta – in the field of Computer Sciences, Business Studies and Economics; The University of Turbat – in the field of Education, Economics and English; The Agriculture College, Quetta – in the field of Agriculture Sciences; The University of Karachi – in the field of Marine Sciences and; Sardar Bahadur Khan (SBK) Women University, Quetta – in the field of education;
3.3: Competitors – Public and Private Universities/Institutes Following are the main competitors of Lasbela University: 1. Balochistan University of Information Technology, Engineering and Management Studies, Quetta; 2. The University of Balochistan, Quetta; 3. The University of Turbat, Kech; 4. Sardar Bahadur Khan Women University, Quetta; 5. Khuzdar Engineering University, Khuzdar and; 21
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6. The University of Karachi, Karachi.
3.4: Application of Strengths Weaknesses, Opportunities and Threats (SWOT) Tool A summary of the Strengths Weaknesses, Opportunities and Threats (SWOT) analysis, done by the taskforce in consultation with identified stakeholders is given below:
Major Strengths of Lasbela University Lasbela University is the first university in Pakistan that commands a full-fledged faculty of Marine Sciences. In addition to this, this is the first university in Balochistan where Veterinary and Animal sciences are offered with graduate and postgraduate programs, respectively. Following are some of the salient strengths of Lasbela University: Availability from, and easy access of faculty members to Karachi; MS/MPhil and PhD classes in various disciplines from the first time in Balochistan; 375 acres of land for University main campus at Uthal, Balochistan; 1000 acres of land at Sukkun, District Lasbela, that can be used for agriculture and other commercial purpose; 100 acres, 50 acres and 75 acres land at Ormara, Gwadar and Sonmilani respectively that that is expected to be used for academic commercial purpose with five years; Residential facilities for both students (girls and boys alike) and staff members of the university; Availability of PhD faculty, albeit in limited number; MPhil and PhD classes for MS and PhD (First time in Balochistan); Feeding all the faculties in terms of English Language; English Language courses (Evening); Availability of sophisticated state-of- art equipment; Suitable location of the university i.e. nearby coastal belt and at the cross-road of the China Pakistan Economic Corridor, and; Availability of infrastructure.
Major Weaknesses of Lasbela University Insufficient qualified faculty members; Hard to retain the existing faculty; The available supporting staff is neither sufficient nor properly trained to execute the assigned tasks; All respective academic faculties do not have allocated budget from the University’s budget; Lack of buildings for academic purposes (for class rooms, labs, conference room, common room and library) and administrative offices; No sufficient student hostels; No sufficient IT infrastructure;
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No finances to start new faculty and departments and hire new faculty members; No structure for information dissemination and IT; No E-resources available. Lack of SOPs (documented rules and regulations for the Lasbela University such as Examinations rules, academics rules and hostel rules, disciplinary rules and appoint criteria and admission rules etc.). The lack of a systemic arrangement for financial management, examination system, academic and other record keeping; No proper assessment team to ensure the quality and performance of staff members and students; Lack of maintenance of records; Dearth research journals/literature in the central library; No departmental/seminar library in any faculty/department; No funding for research; Few qualified teachers; No demonstrators; Lack of proper system for communication and documentation; No collaborative partners (NGOs and GOs); No separate and proper infrastructure for the faculties of Social Sciences, Management an Information Technology and Language and Linguistics respectively; Regular power and electricity blackouts; Unavailability of books and other reading materials in the central library; Library is unsystematic: still relies on traditional bookkeeping system; Acute shortage and dearth of senior faculty members: Assistant Professors, Associate professors and Professors; Low enrollment; No permanent Administrative staff; No reward or production allowance for researchers; Slow promotion process; Lack of coordination among the faculties and departments; A Serious challenge of brain drain; Establishment of new universities/institutes in other districts; General law and order situation in the province; Competing institutes in mega city of the province; Influence of local community/ pressure groups; Student organizations; Lack research environment; and, Drastic weather with extreme heat in summer.
Major Opportunities for Lasbela University Availability of PhDs from nearby cities (e.g. Karachi); 23
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The provision of hard area allowance available in University; Funding from International donors i.e. USAID; Availability of funding from HEC, Provincial Government and Federal Government; Revenue generation activities from indigenous sources; Infrastructure inherited from LTM, being used temporarily; Funding from donors and other partner institutions to build infrastructure; Land available for new infrastructure; Internet, though interrupted, available all around campus; Availability of Computer labs and language labs in University; HEC supports PERN 2 networking facility; Video Conferencing Facility in University; Evolving rules and statuary bodies; Committed management/leadership; Adopt SOPs of other departments; Linkages of University with national and international organisations; Linkages with other faculties for teaching; Practicum schools, affiliated colleges; University transport for students; Teacher training and community awareness (on the model of other departments); Availability of merit and need-based scholarship for students; Availability of FDP for faculty staff.
Major Challenges to Lasbela University Remoteness of University location; Lack of PhDs in all disciplines in Balochistan; Lack of sustainability of HEC funding to the University; High inflation at local markets; Change in government policies and commitments; Difficult to adopt latest technology due to lack of infrastructure and skilled labour force; Delegation of powers required; Non-availability of resources to administer research activities; Seeking funding for research; Skilled teachers are not available in the region;
The complete SWOT analysis has been placed in Table 1 below:
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Table 1: Strengths, Weaknesses, Opportunities and Threat (SWOT) Analysis of Lasbela University Note: Targets mentioned in each column includes cumulative targets of previous columns.
Aspect Strengths Weaknesses Opportunities Challenges Human . Availability of PhD faculty, No sufficient qualified faculty Availability of PhDs from nearby cities (e.g. Remoteness of Resources albeit in limited number available Karachi) University location . M. Phil and PhD classes for No sufficient and qualified Provision of hard area allowance available Lack of PhDs in MS and PhD (First time in senior administrative and in University Balochistan Balochistan) supporting staff available Brain drain Acute shortage and dearth of senior faculty members: Assistant Professors, Associate Finance All respective academic University budget allocation Lack of sustainability of faculties do not have Funding from International donors i.e HEC funding allocated budget from the USAID, High inflation University’s budget Availability of funding from HEC, Change in government No funding for research Provincial Government and Federal policies and Government. commitments Revenue generation activities Infrastructure . Availability of infrastructure Lack of buildings for University infrastructure available for Lack of proper and for temporary use from the academic purposes temporary basis. adequate infrastructure disused LTM establishment (For class rooms, labs, Funding from donors and other partner . 375 acres of land for conference room, common institutions to build infrastructure University main campus at room and library) and Land available for building Uthal Administrative offices. . 1000 acres of land at Sukkun No student hostel that can be used for No IT infrastructure agriculture and other No finances to start new commercial purpose departments/ academic . 100 acres, 50 acres and 75 program acres land at Ormara, Gwadar and Sonmilani respectively that that is expected to be used for academic commercial purpose with five years . Residential facilities for
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Aspect Strengths Weaknesses Opportunities Challenges both students (girls and boys alike) and staff members of the university Informational Availability of WIFI in No structure for information Internet available all around campus Difficult to adopt latest Technology many part of the campus dissemination and IT. Availability of Computer labs and language technology due to lack of No E-resources available labs in University infrastructure and HEC supports PERN 2 remoteness Video Conferencing Facility in University Structural Lack of SOPs (documented To be a part of a reputed university for Delegation of powers rules and regulations for the quality education required LASBELA UNIVERSITY Supportive administrative structure such as Examinations rules, University structure available, established Academics rules and hostel rules and statuary bodies rules, disciplinary rules and appoint criteria and admission rules etc.) Leadership Head of the University (VC No Dean and administrators Committed management/ leadership The dearth of skilled and and and PVC young and energetic No Assessment team trained senior Management administrative staff Process Lack of maintenance of Adopt SOPs of other departments records Organizationa Collaborative University level politics l Culture Friendly working environment in the on petty issues University Unions and pressure groups Research No research journals/literature Highly qualified faculty will be hired. Non-availability of available Research journals/ literature available in resources to administer No funding for research market research activities Marketing of research Seek funding for research Teaching Few qualified teachers Prevailing practices of University can be Skilled teachers are not No demonstrators adopted available in the region. Communicati Lack of proper system for Use University’s communication system Due to remote areas, on communication and communication problems documentation arise Linkages No collaborative partners Linkages of University with national and (NGOs and GOs) international organisations Linkages with other faculties for teaching 26
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Aspect Strengths Weaknesses Opportunities Challenges Outreach Linkages with some reputed Lack of coordination with Practicum schools, affiliated colleges national and international partner organisations and university institutions Part of the National Outreach scheme, initiated by LUMS Services Students feeding Institutes University transport for students Teacher training and community awareness (on the model of other departments)
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3.5: Universities/Institutes Assessment Tool The University has a fully functional Quality Assurance and Enhancement Cell (QAEC) that is responsible to assess the overall quality of teaching and research carried out in Lasbela University. The QAEC has a secretariat with a director, deputy director and assistant directors. The QAEC applies various tools and techniques to assess teaching and research quality of all faculty members. At the beginning of the semester, the QAEC director asks each faculty members to provide the course scheme through a Course Plan that is taught during course of the semester. The QAEC team pays regular visits to classroom and lecture theatres in order to ensure the regularity of the classes and punctuality of faculty members. In addition to this, at end of the each semester, the QAEC circulates the teachers’ evaluation forms among the students to gather their feedback upon the quality of the concerned teachers. Table 2 provides a snapshot of the assessment tools and quality assurance.
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Table 2: A Snapshot of the Assessment Tools and Quality Assurance Note: Targets mentioned in each column includes cumulative targets of previous columns. Pillar Strategy Indicator (s) 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Baseline (Midterm) Benchmark Pillar To attract quality % of enrolled students 1200 20% 25 % 30 % 40 % Ensuring and motivated receiving scholarships Nil 10% 15% 25% 30% Quality students provided 40% improvement improvement improvement improvement % of students score employed 35% employed 30% employed 30% employed 30% employed % of graduates employed 2. Implement self- Number of aspects for which 3 forms 3 forms 3 forms 3 forms 3 forms (course assessment policies self-assessment policy (course (course (course (course evaluation, and procedures available evaluation, evaluation, evaluation, evaluation, teacher % of faculty/staff attended teacher teacher teacher teacher evaluation, trainings evaluation, evaluation, evaluation, evaluation, student Number of timely submitted student student student student evaluation) assessment report evaluation) evaluation) evaluation) evaluation) 60% Number of curriculums 20% 30% 50% 54% 18 reports /materials improved 2 reports 2 reports 6 reports 10 reports 14 programs 1 program 1 program 2 programs 7 programs 3. Student Number MoUs signed Nil 1 MoU 4 MoU 10 MoU 20 MoU exchange programs Number of split degree Nil Nil Nil 1 split program 2 split programs programs Nil Nil 5 students 10 students 20 students Number of students exchanged 4. Make teaching Number of titles Nil 200 titles 500 titles 1000 titles 2000 titles learning material Number and type of equipment Nil 10 AV aid 20 AV aid 20 AV aid 20 AV aid available Number of programs & Nil equipment equipment equipment equipment processes require use of 1 program 3 programs 7 programs 14 programs learning aids
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5. Review report Nil 1 report 1 report Revised report Revised report 6. Number of Nil 4 functions 9 functions 9 functions 9 functions functions for which Nil (Admission, (Admission (Admission (Admission SoPs are available Nil Assessment, Assessment, Assessment, Assessment, 7. Numbers of Nil Management, management, management, management, functions for which Finance) Finance, Finance, Finance, approved SOPs 4 functions Examination, Examination, Examination, available (Admission, Disciplinary, Disciplinary, Disciplinary, 8. Proper execution Assessment, Hostel, Hostel, Hostel, according to Management, Transport, Transport, Transport, approved SOP for Finance) Academic rules) Academic Academic various function of 4 functions 9 functions rules) rules) Lasbela University (Admission 9 functions 9 functions Assessment, (Admission (Admission management, Assessment, Assessment, Finance, management, management, Examination, Finance, Finance, Disciplinary, Examination Examination Hostel, Disciplinary, Disciplinary, Transport, Hostel, Hostel, Academic rules) Transport, Transport, 9 functions Academic Academic rules) rules) 9 functions 9 functions 9. Obtain Number of programs Nil 2 programs 7 programs 10 programs 14 programs membership of accredited Nil In progress Certificate Certificate Renewal of national and Certificate obtained obtained certificate after international assessment accreditation Bodies
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Chapter 4: Academic Programs
Focusing on quality of programs is necessary to fill the gap of trained educationists in general and around the region in particular. This is the basic tool for achieving the Lasbela University mission and vision. In order to become one of the leading institutes in the region, to capture the market, to attract students and to compete with other institutions, it is therefore mandatory that the quality of programs offered meet high standards. Quality education can be ensured through attraction and retention of qualified faculty, by introducing modern disciplines and by promoting a creative and collaborative research culture at the University. Quality education and research is the key to attain excellence and to have a positive lasting impact on education in the region. Merit scholarships will help to attain quality and motivate students. With proper mechanisms of providing quality education and by developing a research supportive environment, Lasbela University will emerge as a leading institute.
4.1: The Introduction of new Programs and the Expansions of Existing ones Currently Lasbela University offers several undergraduate and postgraduate degree programs of four years duration in addition to the Doctor of Veterinary Medicine, which is of 5 years degree program and two masters in English linguistics, and Literature. Four years PhD programmes, two years M. Phil/MS programmes, four years BS/BA/BSc (Hon) degree programs, five years DVM and two years masters’ programs, respectively include: PhD in Economics and Marine Sciences; M. Phil in Economics/Finance, English, Marine Sciences and Agri. Sciences; BABS (BBA); BS IT BS Marine Sciences; BS Agriculture; BS Economics; BS English; BS Water Resource Management; BS Water Resource Engineering; BS Education (B. Ed); Doctor of Veterinary Medicine, and; MA Education.
Recently Lasbela University has undertaken a massive expansion policy in launching new departments and introducing numerous degree programs. For instance, under the faculty of Social Sciences, Management and Information Technology, the University has established the following new departments that are projected to offer undergraduate and post graduate programs, respectively, in near future. It is pertinent to mention that some of these departments have already begun offering degree programs including Finance and Business Studies, Information Technology. The newly established programs are as under: 1. The Department of Social Sciences/Basic Sciences; 2. The Department of Information Technology;
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3. The Department of Finance and Management Sciences; 4. The Department of Accounting and Investment; 5. The Department of Political Economy and Global Politics; 6. The Department of Sociology and Social Work; 7. The Department of Rural Development and Urban Planning; 8. The Department of Gender Studies and; 9. The Department of Geography. Under the expansion policy the university has commenced a number of new degree programs, which include: 1. Bachelor of Business Administration; 2. BS in Information Technology; 3. Masters (MA) in Sociology; 4. MS/M. Phil in Economics and; 5. PhD in Economics.
Faculty of Social Sciences, Management and Information Technology
The Faculty of Social Sciences, Management and Information Technology (SSM&IT) comprising four academic departments is a leading faculty in Lasbela University. It offers degree programmes ranging from BS (Hons), BSBA, BBA, BS IT, MBA, MS, and M. Phil to PhD with a distinctive combination of the theoretical and the practical exposure. The strength of SSM&IT faculty is to prepare students to analyse problems systematically, objectively and to come up with the practical solutions. It seeks to equip students for a wide range of roles in the private as well as public sector. While, the primary goal is to produce highly competent professional by offering quality education through its academic programmes, the SSM&IT is proud of interdisciplinary nature of research and, where we want to develop solutions to real-world problems. Each of disciplines in SSM&IT provides students with exciting challenges in how they view the world in which we live and into which they will graduate. The research work at SSM&IT is deeply rooted in the investigation of the human condition and in pointing a way towards the future. Upon graduation in any discipline within SSM&IT, the students will be equipped with the knowledge and skills to think deeply and critically about the issues they face locally and globally. They will be prepared to take up the challenge of shaping the society of the future through their social relationships, through their career, and through the personal choices they make. As young scientists they will help shape how society thinks about and interacts with advances in the sciences, economics, engineering, medicine, business and information technology. Many of graduates from SSM&IT will serve as a moral compass in their local communities, in nationwide or world overall. During the course of their stay with us, the students will learn to think critically and argue persuasively. They will gain important job-related skills in methods of research, and data analysis and interpretation. They will learn the theoretical and practical knowledge necessary to live an informed life, and to make the world a better place for all. Academic programmes at SSM&IT will offer students with a unique set of opportunities to broaden their critical understanding of the social, political, economic, and historical forces that shape our society, and develop technical research, analytical, and communication skills that prepare them to succeed in our rapidly changing world.
Academic Departments in the Faculty of SSM&IT
. Department of Economics
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. Department of Finance and Management Sciences . Department of Information Technology . Department of Basic Sciences
The Department of Economics The significance of Economics as a core discipline is vital in modern global economy. Perhaps modern world shaping is chiseled with the powerful tool of Economics. The dictates are taken if no grain is kept for rainy days. The ingredient of economics is an essential recipe for all walks of life endures. So the pursuit in this arena too, will be relentless, comprehensive, and innovative and meeting the modern day’s requirements will stay as agenda point with Economics at Lasbela University. As by the end of day no matter where and in what discipline one is graduated “How much is he/she contributed to the GNP of the nation” is to be seen. And the essentials of economics can only be understood by having in deep grasp over the subject either as a major or an elective subject offered to Science graduates at Lasbela University. Such spirit should guide the Lasbela University Economics Department whereby it will seek out excellence during next 5 years while aiming at its postgraduate programs in consonance with modern trends. The tentative courses and its outline program for next 5 years at the undergraduate and graduate levels are envisaged as under. The Department of Information Technology Recent developments in computer hardware, software and communication technologies have offered new exciting opportunities and challenges for creation of innovative learning environments for Computer Science. One of the key elements here is to prepare the graduates for the future. Department of IT offers a four-year program leading to a Bachelor of Science (BS) degree in computer science. Computer science courses concern the practice and the theory of solving problems by computer. More specifically, computer scientists build and analyze tools that allow complex problems to be solved. The Department of Information Technology's mission is to present our students with up-to-date curricula and pedagogy in the computer science discipline; ensure that they have a solid foundation in the core concepts, equip them with problem solving and decision-making skills. Department strives to prepare them to create, share, and apply knowledge in Computer Science, including in interdisciplinary areas that extend the scope of Computer Science; to educate students to be successful, ethical, and effective problem-solvers and life-long learners who will contribute positively to well-being of society. BS (CS) Degree Programme The basic intention of this program in Computer Science is to develop the student’s critical professional thinking and intuition. The program is structured to provide a balanced mixture of learning experiences to make the graduate capable of sound professional decisions so the graduate should be able to assume responsible positions in business, government, and education at the research, development, and planning levels. The program is designed to provide and strong foundation for further formal learning and training by providing environments to put into practice, the principles and techniques learnt during the course of implementation of this degree program. The purpose of this degree program is to provide a broad understanding of the field via introducing concepts, theory, and techniques. This objective is to be achieved by providing a mix of intensive education and training in focused areas of Computer Science. The program is designed to encourage students in developing and using abstract models in addition to apply respective technology in practical situations. Computer Science graduates require special communication skills both orally and in writing. They must be able to produce well-organized reports, which clearly delineate objectives, methods of solution, results, and conclusions for a
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complex task. Keeping this in mind, courses have been included to improve interpersonal communication skills of students especially in professional environment.
Developing of Linkages The Faculty of Social Sciences, Management and Information Technology looks forward to establish linkages with national and international institutions. External Linkages will be developed with the academic institutions, Industry, civil rights organisations, development sectors organisations, financial institutions, and government and private agencies so that graduating students from any discipline of the faculty of SSMIT can do their internship and subsequently find employment opportunities in their respective field of specialization.
The Faculty of Linguistics and Literature Similarly, the University has expanded the existing English Linguistics and Literature Department and transformed it into a Faculty with the following departments: 1. The Department of Linguistics; 2. The Department English Language Teaching; 3. The Department of English Literature. Besides, BS and Masters in English Linguistics and Literature that have been offered, the newly established Faculty has launched MS/M. Phil and PhD programs in Linguistics from the current academic year (2013-14). While drawing parallels with other provinces of Pakistan with regards to educational facilities at Balochistan in general and district Lasbela in particular one sees a marked degree of lagging behind. The Chancellor very thoughtfully placed this seat of higher learning to bring people of this area at par with their brethren elsewhere in the country. Undoubtedly education shapes the destiny of a country in the comity of nations. Present day economic giant, the USA, pivotal source of success is embedded in technology-based knowledge. English as a most dynamic medium for knowledge acquisition at one hand yet gives greater insight to the literature of medieval linguistic as well as past centuries. Enduring proficiency in this lingo is paramount at Lasbela University as all offered disciplines are taught in English. More brilliance in English language would indirectly yield better results in other disciplines. This part of Balochistan is scarce of worthwhile institute to cater for this very vital subject. It is envisaged to have gradual and progressive program for next five years whereby encouraging alumni to undertake perpetual pursuit by doing MPhil and Ph.D. In the English discipline, the following courses will be under taken: Undergraduate 4 years semester program (ongoing); Postgraduate Masters program 2 years semester program (ongoing); M. Phil undertakings within country (ongoing). PhD three years after 16 years of education (in 2017).
Faculty Development in the Faculty of Language and Literature 1 to 3 faculty members will be sent abroad for PhD as per HEC requirement in various disciplines of English. Faculty exchange program will also be developed.
Salient points for Undergraduate Programs The Undergraduate program in English will focus on poetry; drama, novel, fiction, and English origin are taught at length. As the students progress through their semesters the literary
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criticism, literature and society, practical criticism and orator skills will be incorporated. Writing skills will be taught from elementary level to cater for their previous deficiencies peculiar to Lasbela and Balochistan province. 100 % discussion during class hours will be made part of their overall assessment towards counting of final grades/GPA.
Salient points for Postgraduate Program For postgraduate master classes in English in the next 2 years will focus on modern literature, perceptual criticism on to modern literature, more enhanced Oral skills, Reading/Writing/Interpretation of given text, and methodology for teaching Skills will be sharpened. The flashing of Art and literary drama / movie will be made part of postgraduate syllabus to deduce critical analyses for all aforesaid essential components of English as a subject. The recommended autobiographies will be dwelt to enhance student’s ability to express them in more lucid and comprehensive manner as an assignment.
Developing International Phonetic Alphabet (IPA) laboratory To acquire mastery over correct usage of English language the latest talking dictionaries and other CDs on the topic will be acquired for its phonetic lab. (A PC-1 will be developed shortly). The International Phonetic Alphabet (IPA) lays stress on speech, articulation and consonance. The students will learn great deal of English language and its secondary articulation with more emphasis on Palatalization, Glottalization and Nazalization way of speech. The facility will be made available at off hours, and courses will be conducted in the evening for English enthusiast under the Universities Continuing Education Program
The Faculty of Marine Sciences In the Faculty of Marine Sciences, the University has decided to expand by opening the following departments: 1. Marine Biology 2. Marine Chemistry 3. Marine Geology 4. Physical Oceanography In addition to this, the Faculty of Marine Sciences that only offers BS (Hons) program has planned to open admission to MS (Hons) and PhD programs respectively in various specialized field of Marine Sciences. Another major academic breakthrough in Lasbela University is the establishment of the Faculty of Engineering. In order to expand the scope of the Faculty of Engineering, some of the departments of the Faculty of Water Resources Management (an existing faculty of the University) might be merged to the former. Recently established Faculty of Engineering therefore, is consisting of the following departments: 1. B.E Oil & Gas Sciences; 2. B.E Mines and Minerals; 3. B.E Chemical Engineering; 4. B.E Textile Engineering; 5. B.E Water Resources Engineering; 6. B.E Civil Engineering;
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7. B.E Electrical Engineering; 8. B.E Mechanical Engineering. The coastal and marine areas are one of the most important national assets of a country where socio-economic activities are highly concentrated. Coastal and Marine resources of Balochistan have an immense potential in contributing towards national economic growth and development. Pakistan has a coastline of 990 km; the Sindh coast constitutes 320 km; and the Balochistan coastline 670 km. The maritime resources of Balochistan have not been fully exploited except for fish. The shrimps from the Makran coast in Balochistan, known for their large size (Penaeus spp), are in great demand, and most of them are exported. In 2005, the fish export from Balochistan (112,000 metric tons) alone earned revenue of Rs. 800 million. There is substantial potential for increasing fish potential through scientific research and sustainable use of the living resources. The coastal region is associated with complex problems that require scientifically sound and technologically innovative solutions. The resources of the area are not properly assessed and those that are known are not being properly managed. The importance of developing marine resources in the coastal zone of Pakistan has not been fully perceived. The coastal zones of Pakistan are bestowed with large natural resources and demands serious efforts to explore. The Makran coastal and offshore active continental margin have distinctive oceanic phenomena and features that are capable of producing rich fisheries, minerals, oil and gas resources. The coastal areas of Balochistan are important both in terms of strategic importance as well as economic potential. Nonetheless Balochistan coast remains one of the least developed parts of Pakistan. Lasbela University envisages establishing the following facilities in the next 5 years to develop its coastal and offshore marine resources through:
Establishment of a base to develop competent and technical manpower having international level of education and knowledge in the field of Marine Science and Technology to meet the needs of Marine industries in the public and private sectors and for Marine resource management; Develop necessary facilities in Marine education, teaching, research and training in various disciplines of Marine Sciences in Pakistan by producing initially; indigenous expertise at Undergraduate level; Develop close linkages between Lasbela University Marine Science programs and the Marine resource based industries and users of sea for mutual interests and common benefits; Enhance the technical capabilities of Marine related organizations by providing trained manpower in modern technologies for multidisciplinary basic and applied research in the Marine Science.
In the Next 5 years the following Departments will be established to start MSc and PhD level programs in the Faculty of Marine Sciences. This has been catered to in the approved PC-1 of Marine Sciences. Department of Marine Biology, Fisheries Management and Aquaculture; Department of Physical Oceanography; Department of Marine Chemistry and Marine Environment and; Department of Marine Geology and Geophysics
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Manpower Development in Marine Science Faculty Next year 10 -15 Students from Balochistan will be sent abroad for PhD training in various disciplines of Marine Sciences in some of the technically advanced maritime countries. This requirement has been catered to in the approved PC-1 of the Marine Sciences. These students after completing their education will return to strengthen the existing LASBELA UNIVERSITY, Faculty of Marine Sciences; the returning scientists will contribute in sustainable development of coastal and offshore living and non-living marine resources of Pakistan.
Developing International Linkages in Marine Sciences The Marine Science Facility has already started to develop linkage programs in Marine Sciences with Universities and institutions in the US, the UK, and Norway offering Marine Sciences programs. The linkage will be in the area of Curriculum Development, exchange visits of faculty members etc.
Establishment of Coastal Research Stations The following Research Station will be initiated in the next 5 years: Aquaculture Research Facility and School of Aquaculture at Kalmat Hor; Marine Aquarium and Maritime Museum, at Gaddani; Coral Reef Theme Park and Underwater Research Center at Ormara; Marine Birds and Turtle Habitat and Coastal Zone Management (ICZM) Center at Pasni and; Mangrove Rehabitation Research Center at Jiwani Beach.
The Faculty of Veterinary and Animal Sciences (VAS) Livestock plays an important role in Agriculture economic of every country of the world by producing milk, meat, hide, wool, manure and draught power in most of the developing countries although livestock contribute about 42% of total gross production values of Agriculture, but the rate of growth of livestock sector has not kept pace with the requirement of our country. Balochistan has great potential to develop livestock farming at a faster pace because of its unique status with regards to its availability of natural biological resources, enormous pasture plains and human resource potential. In order to develop our country in to a model progressive nation we must identify radical ways and means to promote our capacities and utilize our available resources. The VAS curriculum at Lasbela University has been designed for development, promotion, conservation and sustainable development and utilization of Livestock potential with a view to ensuring greater contribution to provincial and national economy and alleviating poverty. To achieve this objective the Faculty of Veterinary & Animal Sciences needs to develop a highly qualified team of teachers and well-equipped laboratories. In the next 5 years the Faculty of VAS would have the following departments: Livestock and Poultry Production; Animal Nutrition & Products Technology; Bio-Sciences; Veterinary Pre-Clinical Sciences; Veterinary Clinical Sciences; Allied Subjects.
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The VAS has also planned to set up the following facilities close to the LASBELA UNIVERSITY Campus at Uthal: 1. University Dairy Farm on 425 acres; 2. Department of Surgery Medicine & Clinics and Reproduction, on 62 acres; 3. Department of Feed and Nutrition on 143 acres; 4. Department of Livestock Management and Poultry Production on 150 acres; i. Establishment of Poultry model Farm ii. Establishment of Sheep goat model Farm. A PC-1 is being prepared for the establishment of these farms. The PC-1 will be submitted to HEC for obtaining the requisite funds. The Balochistan is the largest province of Pakistan; with 44% of landmass, it has by far, the least area under cultivation. The province has natural tendency of all agro-ecological zones thus has a lot of agricultural productivity potential. Currently the province is contributing towards national economic growth and development through the cultivation of temperate fruits while tropical, subtropical and coastal agriculture potential still remains untapped. Balochistan has lagged behind in the field of Agriculture development and management. Despite the fact that about 80% of provincial population is dependent on agriculture and livestock, sufficient attention has not been given to education and research in agriculture, livestock and water sectors. Resultantly, agro-based industry also did not establish its roots. Deciduous fruits produced by northern Balochistan, vast number of varieties of dates found in Makran division and the potential of tropical fruits farming along the coastline i.e. Districts of Lasbela and Gwadar can substantially add to the GDP if properly managed through modern technology. With this there has always been a need to search for and develop new varieties of plants / crops, which can be grown in different ecological zones of Balochistan for higher gains in quality as well as quantity. The Lasbela University, Faculty Crop and Plant Sciences is able to guide the undergraduate students and researchers of agriculture to run electronic instruments and equipment at the premises of Lasbela University for practical and research. Lasbela University will be able to produce trained technocrats and the skilled manpower in Agriculture for national and international agencies, R&D institutions in public and private sectors for implementing their multi-disciplinary agricultural resources, management and exploration programs.
The Faculty of Plant of Crop Sciences
Lasbela University Faculty of Crop & Plant Sciences is in the process of developing a PC– 1) for establishing the following Research facilities in the next five years to develop: Banana Farm; Dates Farm; Mango Farm; Cotton Research Farm. In the next five-year the following departments will be established to start MSC and PhD Level Programs in the Faculty of Crop and Plant Sciences: Department of Agronomy; Department of Agri. Extension & Education; Department Entomology; Department Horticulture; Page 38 of 103
Department Plant Pathology and; Department Soil Sciences. The Faculty of C&P in the years to come will play a vital role as a research hub in the country. For extensive research, well-equipped laboratories and farmlands are very essential. Acquisition of Land is the basic capital required for the establishment of research cum demonstration and teaching facility in the near future to set up the following facilities: Development of Botanical garden; Establishment of tropical sub-tropical orchards; Establishment of Nurseries and greenhouses; Area for the cultivation of Agronomic crops; Area for Floriculture; Area for Medicinal herbs; Area for the establishment of Sifeonia and Jajufa Farms.
The establishment of the above farms will generate an income source for the University, which will be a positive step towards self-reliance. (A PC – 1 will be developed accordingly). The Faculty of Agriculture has identified the area of “Sukkan” in Balochistan, which is 14 km from Lasbela University as a Potential Site for setting up of demonstrative Agriculture farms.
Manpower Development in the Faculty of C&P The requirement of faculty development is an absolute essential. This will be organized in the shape of short and long term training programs, workshops, seminars etc. However, a major effort will be required for long term development of faculty through utilization of Doctorate / Post Doctorate programs in Pakistan as well as in technically advanced countries so that adequately qualified faculty members are always available in the University.
Developing National and International Linkages A direct relation will be established with Balochistan Agriculture College, Quetta and Agriculture Training Institute, Quetta by affiliating them with this University. Faculty will conduct result-oriented experiments on and off the campus to identify the solution to the national and local problems faced by the farmers. Tissue Culture Technology (TCT) will be introduced by establishing an advanced TCT Research Station at Lasbela University. (A PC-1 will be developed shortly). International Linkages will be developed immediately to benefit from the advanced research in technologically advanced countries currently being practiced for enhanced growth of Agriculture products in arid zones. The water requirement for various sub-sectors of water use in the province of Balochistan, over the next two decades (2006-2025), has to be realistically assessed and then related to the balance of water available for future development. The challenge is to have continued and sustained increases in agricultural productivity, so that province maintains the contribution of the agriculture sector in terms of increased employment and enhanced income generation for the ever- increasing population. Even the province is blessed with vast resources of cultivable land, renewable fresh water resources and skilled farmers; it would be difficult to sustain the present level of growth in irrigated and non-irrigated agriculture without the understanding and vision to properly managing the available water resources, as water is the most limiting factor in development. Land is not a limiting factor in Balochistan’s agriculture. The development and Page 39 of 103
management of water is complex, costly and time consuming than any other resource. Therefore, a Vision is essential in managing this vital and extremely scarce resource in the province. There is a consensus among the world’s economic experts that poverty in many countries is largely attributable to lack of proper utilization of their natural resources including water. The following are courses in the water management that will be taught at the Undergraduate level in Lasbela University:
Environmental Hydrology & Water Resources; River Engineering; Environmental Economics; Design & Simulation of Water Supply & Drainage Systems; Integrated Catchment Modeling; Groundwater Flow and Contamination.
Electives Subjects:
Geo-information Systems; Computer Simulation of River Flood Flows; Environmental Infrastructure & Process; Pumping & Gravity Systems – Water hammer and Surge; Environmental Policy & Wastewater Treatment; Water Quality Modeling in Rivers.
Manpower Development
The Faculty of Water Sciences will establish teaching and research laboratories and farms to conduct field experiments. In addition, an irrigation model and a drainage model will be established to demonstrate the operational aspects of the water distribution system and drainage/leaching process, respectively. The laboratories will offer the facilities for testing of hydraulic machinery such as pumps and turbines, calibration and testing of flow measuring devices, frictional losses in pipe flow system and open channel flow characteristics. These laboratories include the facilities for the design and evaluation of different irrigation methods.
Physical models for investigation of flow problems will be studied. A Soil Mechanics laboratory will be establish to determine physical properties and shear strength parameters of soil. The hydraulic conductivity will also be determined in the laboratory. They will have independent computer facilities in addition to a well-equipped computer laboratory. These computer facilities provide necessary computational and data processing support to the students and staff. (A PC-1 will be prepared for obtaining funds for establishment of the water Lab facilities).
The Faculty of Water Sciences will play an active role in conducting short training programs for farmers and professionals working with water sector of Pakistan. Proposed courses to run during 5 year vision will be:
Watercourse Design and Improvement Techniques Irrigation and Water Management Practices Watercourse Survey and Improvement
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Developing of Linkages The Faculty of Water Sciences will develop strong and active linkages with a number of different water related institutions in Pakistan. These linkages in the next 5 years would be strengthened with On-Farm Water Management, Provincial Irrigation Department, Water & Power Development Authority (WAPDA), National Agricultural Research Council (NARC), International Water logging & Salinity Research Institute (IWASRI), Centre of Excellence in Water Resources Engineering (CEWRE), Pakistan Council for Research in Water Resources Engineering (PCRWRE), Consultative Group of International Agriculture Research (CGIAR),and the International Water Management Institute (IWMI).
4.2: Curriculum (Review of existing and new ones) Lasbela University offers those degree programs, which are already approved by the HEC. Therefore, the University does not have separate curriculum committee. However, the university’s academic council and HEC’s curriculum review committee would consider and look into the curriculum and approve the revision, extension and amendment to the curriculums whatever that may be. If it were required the departments/faculties with the consensus of their respective broad of studies would suggest changes to the curriculums to the Academic Council of the University. The council after deliberations and consideration may approve or otherwise suggest further changes to the curriculums.
4.3: Method of Delivery Lasbela University has very strict policy for teaching and has proved its standard for the quality education in the region, which brought her in the 3rd ranked university of the province. The university is following the international standard. The traditional lecture method is not encouraged in the university. Therefore, most of the faculty staffs have been trained and equipped with modern teaching methodologies. The use of videoconference and e-companion are being used for out-reach programs etc.
4.4: Recognition and Certification The University herself has been recognized as Public Sector University by HEC and so do all courses offered by university along with DVM i.e. Doctor of veterinary Medicine which is also approved by Pakistan veterinary and Medical Council.
4.5: Research Lasbela University considers the research as very important component for university’s strength and necessary pallor of university and has involved her faculty and student in the research of different areas.
4.6: Partnership and Outreach University has started to approach different institutes in order to strengthen university. University is planning to start her partnership with Sultan Qaboos University, AIT and few Chinese and Malaysian universities in first phase.
4.7: Under Graduate Program The university currently offers 07 undergraduate programs i.e. DVM, Agriculture, Water Resource Management, Marine Sciences, Economics, Finance, Business Administration and English. Page 41 of 103
4.7.1: Strengthening the Undergraduate Program All the seven offered degree programs are being strengthen via hiring, outstanding professional and academician by giving them high salary and other incentives, and by providing state of art equipment in the Sciences laboratories for sciences related subjects and English language laboratory for the students of English and Computer laboratories for all the undergraduates.
4.7.2: Attracting Quality Undergraduate Students LASBELA UNIVERSITY enrolls students from all over the country on pre-defined quota i.e. 2 seats for each district of Balochistan in each course and 1 seat for each province, and FATA and 10 % seats on merit.
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Table 3: Strategy Formulation for Undergraduate Programs Goal: To offer the students rigorous undergraduate degree programs that will aid to their social & intellectual growth. Strategy- Actions Time Responsibility 1 Frame To introduce new and multi-disciplinary undergraduate Year 1-5 Dean/HoDs/DR (Acad) programs To review the existing undergraduate programs to Year 1-5 Dean/HoDs/DR (Acad) capture the market
To increase market input in revision and development Year 1-5 Dean/HoDs/DR (Acad) of courses
programs To increase outside classroom experiences of students Year 1-5 Dean/HoDs/Faculty/DR(Acad) by involving them in projects and internships etc. To get the academic programs accredited from Continuous Dean/HoDs/DR (Acad) concerned accrediting councils
To align undergraduate academic
Table 4: Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets KRAs KPIs Target Base Five Years Targets line 2014- 2015- 2016- 2017- 2018- 2019- 15 16 17 18 19 20 New and multi- Number of new 15 10 12 13 14 14 15 disciplinary undergraduate programs undergraduate programs started The existing Number of existing 10 1 3 5 7 8 10 undergraduate programs undergraduate programs expanded to remote started in remote campuses campuses
Number of programs 3 1 2 3 3 3 3 accredited by PVMC Number of programs 3 1 2 3 3 3 3 accredited by NAEAC Number of programs 3 1 1 2 2 3 3 accredited by NACTE Number of programs 2 0 1 1 2 2 2 accredited by NCEAC Number of programs 2 0 1 1 2 2 2
National Accreditation Councils accredited by NBEAC
Academic Programs Accredited by Pakistan Veterinary Medical Council (PVMC) National Agriculture Education Accreditation Council (NAEAC) National Accreditation Council for Teacher Education (NACTE) National Computing Education Accreditation Council (NCEAC)
Lasbela University is putting her effort to bring the quality student to be enrolled by offering them different scholarship such (NBS) need base scholarship and merit scholarships along the peaceful and healthy environment for study.
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4.8: Post Graduate Programs Postgraduate programs for different faculties especially in Marine Sciences, English and Economics have been approved from their respective academic council.
4.8.1: Strengthening the Post Graduate Programs Postgraduate program offered by Lasbela University will be strengthening via hiring high profile academician on both tenure track and BPS and by providing the laboratories with relevant stat of art equipment. Libraries with high quality research journal and book of the relevant subject and by also providing access online e-books and journals to the students and faculty.
4.8.2: Attracting quality post graduate students Quality postgraduate students will be attracted, by offering them higher degree in their own province and low cost and also by providing fee waiver and by granting full and partial fees. In addition to this, the University especially focuses on female students of the tribal society also.
Table 5: Strategy Formulation for Post Graduate Programs Goal To offer a range of high quality postgraduate programs that will enable the students to continue to grow with creative and entrepreneurial spirit to respond positively to the challenges of 21st century. Strategy-1 Actions Time Frame Responsibility To attract quality postgraduate students Continuous Dir Admissions/ Media To have increased market input in development of Year 1–5 Dean/HoDs/Registrar courses
To start joint academic programs with foreign Year 1-5 VC/Dean Universities To ensure successful and timely completion of Continuous HoDs/ Faculty degree programs by students programs To expand the net of research projects at Continuous Secretary BOASAR/Registrar postgraduate level To conduct cost benefit analysis of postgraduate Continuous Treasurer/ Dean/ HoDs To strengthen postgraduate programs
Table 6: Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets KRAs KPIs Base Five Years Targets line 2014- 2015- 2016- 2017- 2018- 2019- 15 16 17 18 19 20 Postgraduate programs Number of new 4 6 7 8 9 10 strengthened postgraduate programs introduced Number of existing 0 1 2 4 5 6 postgraduate programs reviewed Quality postgraduate students Number of postgraduate 95 130 160 200 250 280 attracted students (population) Academic programs offered Number of programs 0 0 1 2 2 2 jointly with foreign Universities offered jointly Successful and timely Average completion period 0 0 2.5 2.5 2 2 completion of degree programs of degree (in years) by students ensured Net of research projects at Per year number of 20 30 50 80 100 130 postgraduate level expanded MS/MPhil research projects
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Cost benefit analysis of Number of programs 0 0 2 3 4 5 postgraduate programs whose cost benefit analysis conducted conducted
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4.9: Doctoral Program Doctoral programs for different faculties especially in Marine Sciences, English and Economics have been approved from their respective academic council.
4.9.1: Strengthening the Doctoral Program Doctoral program offered by Lasbela University (LU) will be strengthening via hiring high profile academician on both tenure track and BPS and by providing the laboratories with relevant stat of art equipment. Libraries with high quality research journal and book of the relevant subject and by also providing access online e-books and journals to the students and faculty.
4.9.2: Attracting Quality Doctoral Students Quality Doctoral students will be attracted, by offering them higher degree in their own province and low cost and also by providing fee waiver and by granting full and partial fee. LU, especially focusing the female students of the tribal society also
Table 7: Strategy Formulation for Doctoral Programs Goal To expand the range of quality doctoral programs characterized by outstanding accomplishments of students that will place the HEI amongst the very finest research Universities. Strategy-1 Actions Time Frame Responsibility To promote To estimate, identify, manage and mobilize resources Continuous Treasurer research To develop research infrastructure in the University Continuous Treasurer/ Director culture in the P&D University To increase the number of PhD faculty Continuous Registrar To attract quality PhD students Continuous Dir Admission/ Media To establish linkages with national and international Continuous Vice Chancellor organizations To offer academic programs jointly with foreign Year 1 - 5 Vice Chancellor/ Universities Dean/Faculty
To conduct joint research projects with industry Continuous Dean/HoDs/ Faculty To increase emphasize on research that solve problems Continuous Dean/HoDs/ faced by industry and the economy Secretary BOASAR/Faculty To improve research quality & output Continuous Dir QEC/Faculty To adopt innovative methods in teaching and research Continuous Treasurer/ Faculty
To acquire ISO certifications Year 1-5 Dir QEC/EEC
Table 8: Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets KRAs KPIs Baseline Five Years Targets 2014-15 2015- 2016- 2017- 2018- 2019- 16 17 18 19 20 Research culture promoted Number of new PhD 2 3 5 5 6 6 programs established Resources estimated, Rs. in million allocated for 1 1 2.5 2.5 3 3 identified, managed and research mobilized Research infrastructure Number of research 10 12 15 15 18 18 developed laboratories
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Number of PhD faculty Number of PhD faculty 20 30 50 60 80 100 increased Quality PhD students Number of PhD students 2 15 30 30 40 40 attracted (population) Linkages with national & Number of MoUs signed 7 10 15 15 20 20 international organizations established Academic programs Number of programs 0 0 1 1 2 2 offered jointly with foreign offered jointly with foreign Universities Universities Joint research projects with Per year number of 0 1 2 3 4 5 industry conducted industrial projects
Emphasize on research that Percent of research reports / 0 1 2 3 4 5 solve problems faced by thesis that solve problems industry and the economy faced by industry and increased economy Research quality and Per year number of research 10 20 30 40 50 60 output improved journal publications Per year number of 8 15 20 30 40 50 conference papers
Per year number of PhD 5 8 12 15 20 25 Research projects by faculty Innovative methods in Number of video 1 1 1 2 2 3 teaching and research conferencing facilities adopted Certification of quality / Number of ISO 0 1 1 1 1 1 standards Acquired certifications acquired
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Chapter 5: Students
5.1: Academic Nurseries (Schools and Colleges) The following colleges are the nurseries to induct of students in various programs of studies of the universities: 1. Balochistan Residential College Khuzdar; 2. Balochistan Residential College Turbat; 3. Balochistan Residential College Loralai; 4. Mastung Degree Colllege, Mastund; 5. Degree College Kalat; 6. Cadit College Mastung; 7. Degree College Khuzdar; 8. Muslim Inter College Hub; 9. Hub Degree College, Hub; 10. Lasbela Degree College, Bela; 11. Gwadar Degree college, Gwadar; 12. Science College Quetta; 13. Tamireno College Quetta. The quality of these students is comparative better but not up to the mark. There should be commission/body at province/federal level, such as Higher Education Commission, to maintain the quality of education at college level. Of students’ induct would be fulfilled by intermediate college (LUAWMS Inter College) of the university, and University intended to start ‘LUAWMS Model High School’ in near future.
5.2: Academic Discipline University has ‘LUAWMS Academic and Examination Regulation’, and notified ‘Students’ Discipline Committee’ to ensure discipline among students to maintain the peaceful and favorable atmosphere for studies so that the quality of education may be enhanced.
5.3: International Students Currently university does not have any international student. However, the university has projected the following numbers of students from various countries, especially from the Middle East, Iran and Afghanistan, which are enumerated in the following table.
Table 9: Numbers of Students from various Countries Year 2015-16 2016-17 2017-18 2018-19 2019-20 International Students Nil 10 20 30 50
5.4: Support Services for Students Lasbela University, Comparatively, provides the better support services to her students. The details are as under: Newly Established Students’ Hostels (Capacity of 1000 students); Conveyance Facility; Internet Facility;
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Basic Health Center and Emergency Ambulance Service; Gymnasium and Sports Complex; Food Centers. The university maintains a Directorate of Student Affairs (DSA). The DSA organizes different events for students and deals with any issue related to students.
Table 10: Projected Statistics for the Students Actual Projection 2016- 2017- 2018- 2019- 2012-13 2013-14 2014-15 2015-16 17 18 19 20 Total Students' Population 1144 1253 1355 1890 2280 2600 2915 3250 Faculty of Veterinary 332 350 350 350 350 350 350 350 and Animal Science Faculty of Agriculture 187 195 224 300 350 350 350 350
Faculty of Marine 158 136 114 250 300 300 350 350 Sciences Faculty of Water 130 150 153 200 230 260 300 350 Resource Management Faculty of Social Sciences, Management 189 225 280 350 400 450 500 600 Graduate Students and IT Faculty of English 148 119 107 150 170 200 250 300
Faculty of Education 0 21 30 50 80 120 150 200 Faculty of Veterinary 0 0 0 20 50 60 60 60 and Animal Science
Faculty of Agriculture 0 0 10 20 40 60 60 60 Faculty of Marine 0 11 16 40 60 60 60 60 Sciences Faculty of Water 0 0 0 0 20 40 60 60 Resource Management Faculty of Social Sciences, Management 0 26 40 80 90 120 120 120 and IT
Post Graduate Students Faculty of English 0 20 29 60 60 60 60 60
Faculty of Education 0 0 0 0 5 15 30 50 Faculty of Veterinary 0 0 0 0 5 15 30 40 and Animal Science Faculty of Agriculture 0 0 2 10 20 30 40 40
Faculty of Marine 0 0 0 0 5 15 20 30 Sciences Faculty of Water 0 0 0 0 0 5 10 20 Resource Management
PhD Students Faculty of Social Sciences, Management 0 0 0 10 30 60 60 60 and IT Faculty of English 0 0 0 0 5 10 20 30
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Faculty of Education 0 0 0 0 0 0 5 10
International Students 0 0 0 0 10 20 30 50
Table 11: Strategy Formulation for Students Goal: To create a pool of quality students and prepare them academically and professionally so sound that they become problem-solver and spread the awareness of social responsibility in a diverse, global society. Strategy- Actions Time Responsibility 1 Frame To launch extensive admission campaigns through Continuous Director Media/ Admissions press and electronic media To expand the level of students scholarships Year 1-5 Treasurer/DR (Acad) / Advisor
Students Affairs
To expand hostel facilities for outstation students Year 1-5 Dir. P&D/Works/ Provost
To expand pick and drop facility for students Year 1-5 Director P&D / Transport Officer
To provide on-campus cafeteria & shopping mall Year 1-5 Director P&D/ Works/Registrar facilities
To Attract Quality Students To provide on-campus sports facilities Year 1-5 Director P&D/ Works/Sports To provide on-campus healthcare facility in cases Year 1-5 Director P&D/ Works/Registrar of emergency To construct mosques for religious activities Year 1-5 Director P&D/ Works Strategy- Actions Time Responsibility 2 Frame To increase industry input in curriculum Year 1-5 Dean/HoDs / development feedback from industry through number of questionnaires DR (Acad)
To increase emphasis on practical work through Year 1-5 Dean/HoDs/ Faculty/DR(Acad) involvement of students in projects and internships To start joint academic programs with foreign Year 1-5 VC/Dean Universities To increase emphasis on research that solve Year 1-5 Dean/HoDs/Faculty/DR(Acad)/ problems faced by industry and the economy Director ORIC
To devise and implement cost benefit analysis Year 1-5 Treasurer/Dean/HoDs system for academic programs
To Increase the Quality of Programs To get accreditation for programs from relevant Year 1-5 Dean/HoDs accrediting agencies DR (Acad) To acquire ISO certification Year 1-5 Director QEC / EEC
Table 12: Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets KRAs KPIs Base Five Years Targets line 2014- 2015- 2016- 2017- 2018- 2019- 15 16 17 18 19 20 Page 50 of 103
Quality Students Attracted Number of applicants for 838 1200 1500 1800 2000 2000 admission Number of students admitted 318 500 700 800 900 1000 Number of international students 0 0 10 20 30 50 (population) Admission campaigns launched Number of advertisements in 5 10 10 10 10 10 through press & electronic print and electronic media media Level of students scholarships Number of scholarships awarded 456 500 700 800 900 1000 expanded to students Hostel facility to outstation Number of students availing 1056 1200 1200 1500 1500 1500 students provided hostel facility Pick and drop facility expanded Number of vehicles for students 6 6 8 8 10 10 pick and drop Cafeteria & shopping mall Number of cafeteria and 0 1 1 1 1 1 facilities expanded shopping malls Sports facilities provided Number of playgrounds for 3 3 3 3 3 3 students Healthcare facility provided Number of healthcare centers 1 1 1 1 1 1 constructed
Mosques constructed for Number of mosques 3 3 3 3 3 3 religious activities Academic programs offered Number of programs offered 0 0 1 1 2 2 jointly with foreign Universities jointly Emphasis on research that solve Percent of research reports/thesis 5 7 10 15 20 25 problems faced by industry and that solve problems faced by the economy increased industry and the economy Cost benefit analysis system for Number of programs’ cost 0 0 5 10 10 10 academic programs devised and benefit analysis conducted implemented
Academic Programs Accredited Number of programs accredited 3 1 2 3 3 3 by National Accreditation by PVMC Councils Number of programs accredited 3 1 2 3 3 3 by NAEAC
Number of programs accredited 3 1 1 2 2 3 by NACTE
Number of programs accredited 2 0 1 1 2 2 by NCEAC
Number of programs accredited 2 0 1 1 2 2 by NBEAC
ISO certification acquired Number of ISO certifications 0 0 1 1 1 1 acquired
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Chapter 6: Research and Consultancy
Research and innovation has paramount importance at LASBELA UNIVERSITY, for it is believed that in the years to come, research and innovation performance and reputation would be the critical determinants of the ‘institutional pecking order’ among universities in the country. The LASBELA UNIVERSITY in this regard understands that higher education system is, in fact, an integral component of national system of research and innovation. The national capacity to undertake research projects is critically dependent on the continued growth and development of basic research within the higher education system. The investment in the field of Marine Sciences, Agriculture, Business, Commerce and Economics, and Water Resource Management by LASBELA UNIVEITY underscores the importance of basic research and demonstrates its resolve in nurturing a true national innovation culture, generating high - level and discipline - specific human resources, and providing opportunities for keeping in touch with the international scientific development, all of which in turn facilitate innovation.
6.1: Inculcating the Research and Consultancy Culture Lasbela University with diversified disciplines offers free fisheries, agricultural and livestock related consultancies to local fishermen and formers of the district Lasbela. Currently the university has entered into an agreement with National Rural Support Program and the World Bank that are going to launch a mega project in Districts Lasbela and Gwadar, respectively. The Department of Economics got the consultancy for the project. For this purpose the University has thus established a specialized department by the name “Office of Research, Innovation and Commercialization (ORIC), dealing with the research development and its commercialization. The purpose of this office is to develop, expand, & manage research programs of Lasbela University and to link research activities directly to educational, social and economic priorities of the University and its broader community. The University has projected to enhance the consultancy and research culture for the upcoming years that are mentioned in following table 12:
Table 13: Consultancy and Research Years 2013-14 2014-15 2015-16 2016-17 2017-18 Number of consultancy 2 5 6 8 10
6.2: Revenue generated from Research and Consultancy University is planning to commercialize the expertise of the faculties and private consultancies will be discourage in future, which will ultimately results in the increase of revenue of the university. The amount that may be generated from in the five years is mentioned in following Table:
Table 14: Revenue generated from Research and Consultancy Years 2013-14 2014-15 2015-16 2016-17 2017-18 Number ofRs 20,000 Rs 500000 Rs 60000000 Rs 8000000 Rs 100000 consultancy
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KRAs KPIs Baseline Five Years Targets 2013-14 2014- 2015- 2016- 2017- 2018-19 15 16 17 18 Generation 150 million PKR more income 130 143 157 173 190 209 of Financial from Research Projects (@ an Resources average rate of 15% from project funding) 1.5 million PKR added through 0.8 0.9 1.0 1.5 2.0 2.5 Consultancy/ Research Services
6.3: Management support for research and consultancy Management of the university is plays very supportive role and encourages the research and consultancy practices performed by experts of the university as it generates revenue for the university. For this purpose the University establishes full-fledged offices of BIC and ORIC. LASBELA UNIVERSITY has facilitated many faculty members in approval of their research cases from various funding agencies. Three faculty members also hold patents on their research work. CIIT frequently conducts Research Productivity Awards to facilitate the young researchers by giving them cash awards. The University provides state of the art facilities such as specialized research labs, well-stocked libraries including digital library, Wi-Fi and video conferencing facility to promote the research culture among the faculty and students.
Targets and Goals 1. Promoting Research and Consultancy in the field of Agriculture, Marine related fields, Economics and Commerce; 2. Changing mindset and building capacity for promoting innovative research culture and extending consultancy services; 3. Patenting of innovative research/technology and; 4. Incubate of startup and potential companies.
Table 15: Targets and Goals Goals: a) To align research activities towards finding solutions to indigenous problems and become a catalyst for creation and dissemination of knowledge. b) Commercialize University Intellectual property c) Engage academia in Public Policy Strategy-1 Actions Time Frame Responsibility Promote Formation of core group of researchers for research Already Director ORIC research in priority areas relevant to national needs achieved culture in Facilitate linkage with national and international Year 1-5 Director ORIC University for donors for carrying out research in preferred solving thematic areas national Review current policies to make research and -do- Registrar/ Treasurer/ problems; consultancy more attractive for faculty Dean stimulate Capacity building and resource enhancement -do- Registrar consultancy and testing Allocation of separate budget for consultancy to -do- Treasurer participate in competitive bidding for projects Prepare and upload departmental expertise on the -do- Director ORIC / official website Consultancy Cell/ HoDs To certify faculty for providing consultancy -do- Registrar / Director ORIC / Consultancy Cell Page 53 of 103
Train ORIC staff for facilitating Research, -do- VC and Director ORIC Innovation & Commercialization activities in University Strategy-2 Actions Time Frame Responsibility Protect Implementation of Intellectual Property Policy Year-1 Director University ORIC/Registrar/Dean Intellectual Notifying University Intellectual Property -do- VC/Dean/ Property Supervisory/Screening Committee (UIPSC) Registrar Create awareness among faculty and students about Year 1-5 Director ORIC Intellectual Property and IP Policy of University Train ORIC staff for handling Patent and copyright Year - 1 Director ORIC and VC applications Strategy-3 Actions Time Frame Responsibility Promote Offer courses in Entrepreneurship for bachelor Continuous Head of Entrepreneuri level students as well as professional engineers Departments/Director al activities ORIC/ Director CEEC and Organize activities that encourage faculty, students -do- Director ORIC strengthen and staff towards entrepreneurship – converting TIC ideas into enterprises Encouraging students, faculty and staff to -do- Director ORIC participate in national and international business plan competitions Create awareness about TIC among students, -do- Director ORIC faculty, and staff of main and satellite campuses and advertise externally. Convince national and international donors to -do- Director ORIC provide seed funding for TIC incubates Strategy-4 Actions Time Frame Responsibility Promote and Develop links with Chambers of Commerce and Year 1-2 Director ORIC develop industrialists in the province/country/internationally University- Arrange meeting and events for networking of Continuous Director ORIC/ Head of Industry industry partners with researchers Departments Linkage for To grant sabbatical leave to faculty for research -do- Registrar bringing HEI work with industry & HEIs inventions Formulate technology licensing to attract potential Year -1 and industry/ entrepreneurs to license HEI developed innovations to technologies. the market Director ORIC Pitch projects/ideas to industry for initiating Year 1-5 Director ORIC University-Industry Projects Strategy-5 Actions Time Frame Responsibility Build Establish linkage with government, non- Year 1-2 VC, Head of Department relationships government and national level policy making and Director ORIC at policy level agencies for engaging Encourage researchers to contribute in policy level Continuous VC, Head of Department technical meetings, summits and events and Director ORIC experts in policy Organize national policy level dialogues -do- Director ORIC making.
KRAs KPIs Base Five Years Targets line
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2013-14 2014- 2015- 2016- 2017- 2018- 2015 2016 2017 2018 2019 Promote research Number of 24 28 31 32 34 36 culture in departments carrying University; out Research work stimulate Number of 1 24 27 28 30 32 consultancy and departments carrying testing out Consultancy work Million rupees earned 7.2 10 12 15 18 20 through consultancy
Million rupees earned Pre-commercialization 2 3 4 5 through patents activities Research Projects Local and foreign 6 7 8 9 10 12 funded projects Allocation of Rs (in million) 0 0.1 0.2 0.3 0.3 0.3 separate budget for allocated consultancy to participate in competitive bidding for projects Facilitate linkage Number of 8 10 12 12 15 18 with national and interactions/meeting international with National Donors donors for carrying out research in Number of 5 7 8 10 12 12 preferred thematic interactions/meeting areas with International Donors Review current Per year number of 1 2 2 4 2 2 policies to make research and research and consultancy related consultancy more policies reviewed attractive for faculty Prepare and upload Number of 2 5 10 12 15 18 departmental departments/centers expertise on the of excellence with official website uploaded lists on official website To certify faculty Number of faculty 6 6 7 8 9 10 for providing locally consultancy certified/trained Number of faculty 2 2 3 3 4 4 internationally certified/ trained Capacity building Research Centers 4 4 4 5 6 6 and resource Referencing/ Editing/ 0 0 1 1 2 2 enhancement Proofing Tools Access to Shared 2 2 3 4 5 6 Labs Protect University Number of local 1 1 2 3 4 5 Intellectual patents, copy right Property applications filed Number of 3 5 6 7 8 10 international patents, copy right applications filed
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Implementation of Awareness sessions 2 4 6 6 6 6 Intellectual among faculty and Property Policy staff about Intellectual Property Policy Train ORIC staff Number of trainings 2 4 4 6 6 8 for handling Patent attended by ORIC and copyright staff for handling IP applications issues Promote Number of Incubates 3 6 6 6 7 7 Entrepreneurial in TIC activities and strengthen TIC Offer courses in Number of 0 1 2 3 4 5 Entrepreneurship departments offering for bachelor level Entrepreneurship students as well as courses professional engineers Organize activities Number of 4 5 6 6 8 10 that encourage Entrepreneurship faculty, students workshops/ seminars and staff towards arranged entrepreneurship – converting ideas into enterprises Encouraging Number of Business 1 2 3 4 4 4 students, faculty Plan and staff to trainings/workshops participate in national and international business plan competitions Create awareness Number of TIC 3 4 5 5 5 6 about TIC among awareness sessions students, faculty, for faculty, staff in and staff of main main campus and satellite Number of TIC 1 2 4 4 5 5 campuses and awareness sessions advertise for faculty, staff in externally. satellite campuses Convince national Number of Seed 0 0 1 2 2 3 and international funding and product donors to provide development funding funding for TIC from National Donors Number of Seed 0 0 1 1 2 2 funding and product development funding from International Donors Promote and Overall Links 5 5 6 7 7 8 develop University- developed with Industry Linkage Industries for bringing UET Peshawar inventions and innovations to the market
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Develop links with Number of Links 3 3 4 4 5 5 Chambers of developed with Local Commerce and Industries industrialists in the province/country/in Number of Links 4 4 4 5 5 5 ternationally developed with National Industries Number of Links 0 0 1 2 2 3 developed with International Industries Arrange meeting Number of meetings 10 10 15 15 18 20 and events for with industry partners networking of industry partners with researchers Skill Development Local Training 4 4 6 6 8 8 & Trainings Programs/ Short Courses/Certification s To grant sabbatical Number of faculty 2 2 3 4 5 5 leave to faculty for availing sabbatical research work with leave industry and HEIs
Formulate Number of Business 1 2 2 3 4 5 technology Plans for Technology licensing to attract Licensing potential industry/entreprene ur to license UET Peshawar developed technologies. Pitch projects/ideas Number of Ideas 4 5 6 7 8 10 to industry for Pitched to Industries initiating University-Industry Projects Build relationships Number of links 1 1 2 2 3 4 at policy level for developed with engaging technical policy making experts in policy governmental, non- making. governmental departments/organiza tions Encourage Number of Faculty 2 2 3 3 4 4 researchers to participation in contribute in policy Policy dialogues level meetings, summits and events Organize national Number of Policy 0 0 1 2 2 3 policy level dialogues organized dialogues
Table 16: Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets (in Million Rupees) Baseline Five Years Targets KRAs KPIs Targets 2013 2014 2015 2016 2017 2018
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15 Research 20 10 15 27 20 20 10 do Proposals to be Projects do do do do do Approved with amounts 140 70 80 95 110 125 14 10 13 1 3 5 7 1 1 Projects Projects Project Proje Projec Projec 0 3 Number Rs.20. 12 cts6 ts6 ts8 Pr10ojec 12Pr oje 5 Of Joint Million ts cts
Research 11 1 Encoura 12 1 3 4 6 9 Projects Pr 2 ging Approved oj 1 1 Researc 1 ec 5 6 8 0 5 h 15 2 ts Support Rs 3 4 4 6 8 100 Progra 100 Research 100 .6 0 0 3 0 0 Paper ms Papers to be Published Papers 5. Pape Pap Pape Pape Pape s Number of 4 rs ers rs rs rs Research 1 M 5 6 6 8 Articles to 5 10 0 ill 4Paper Pap Pape Pape Pape be Presented Papers Papers Pape io ers rs rs rs in n rs Conferences Number of Research 10 12Lin 15Lin 15Links 15Links 15Links 20 Links 15Links Links to be Links ks ks established Number 1 1 1 11 12 8 8 of industry 6Li 0 0 1 Link Link Link Lin links to be nks Lin Lin Li s s s ks established ks ks nk s 10 No of Startup 1 10 0 0 4 6 8 Business Graduated 0 Development of Small and In medium 3 1 2 3 - 3 Process Businesses App Universit Development and rova Implementation of y Disperse l consolidated policy and - - - - - Industry d and Consortia incentive frame work for Impl faculty eme ntati Glo Countr on Count bal y ry Indus Global Indust wide wide try Industry ry Indus Indus Spons Sponsor Spon try IDEAS try ored ed IDE sored Spons Holding of Com Spon Busin Busines AS Busin ored Entrepreneurship p. sored ess s Plan 201 ess Busin Competitions Initiat Busin Plan Compet 3 Plan ess ed ess Comp ition Comp s s Plan etitio Compet etitio Plan Comp n itions n Com etitio Comp petiti n etitio on ns Rs. 12 M Seed money . 12 Manag for startups 612 7.0 9.0 9.0 10. 12.0
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ement Rs. 5M Amount of 10 Suppor Lasbela University 15 10 10 15 15 .15 t for Research Grant for Socio– Projects(CRGP) econo 5 Infrastructure Support mic for incubation centers & 5 0 1 2 3 4 5 develo technology park to be pment provided
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Chapter 7: International Academic Network
7.1: Strategic Linkages with the Universities/Institute of repute around the Globe The University has strategic linkages and with some of institutes and universities of international refute. The students and faculty members of the university have been privileged in taking advantage from these institutions in various respects. Following are institutions with which the Lasbela University has sign the memorandum of understandings: Durham Business School, UK; East Anglia University, UK; National Outreach Consortium with LUMS, IBA, BUITMS and other panel universities/institutes; Applied Economics and Research Centre, University of Karachi; The Department of Anthropology/Sociology, Qaid-I-Azam University, Islamabad; Allama Iqbal Open University Islamabad; Universities of Balochistan, BUITMS and SBKWU; Pakistan Agriculture Research Council; National Institute of Oceanography.
Through these strategic linkages the university will promote the culture of collaborative research and interactive teaching. While through linkages with International Higher Education Institutions like Durham Business School, UK and the University of East Anglia, United Kingdom, Lasbela University will exchange its PhD students with these universities. Likewise, Lasbela University, through these collaborations with national as well as international Higher Education Institutions, aims to strengthen of academic programs, online degree, split PhD, internships, faculty and student exchange, online lecturers.
7.2: Academic Program Currently the University is not engaged with any national and international university for any specific programs. However, in five years projection the university is planning to enter to agreements with universities/institutes with that the MOUs are already signed.
7.3: Students Exchange Program The University has envisioned having a broad students’ exchange program that would enable undergraduate and postgraduate students to get expertise and exposure institutes and universities of international refute. Likewise, Lasbela University welcomes students from other universities to collaborate with LUAMWS’ students and faculty members in various academic activities. Specifically, the Marine Studies that is unique in Lasbela University attract research and taught students to engage with various projects of this nature.
Table 17: Strengthening National and International Academic and Research Linkages Strategy-1 Strengthening National and International Academic and Research Linkages Action 1 To identify the national and international partners HEIs Action 2 To sign of agreements and MOUs with partner universities Action 3 To Develop and strategize Action Plans Action 4 To search for national and international grants through collaborative research proposals
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Action 5 To approval from statutory bodies and development of SOPs for Split and Double Degree Programs in agreed areas Action 6 To start with Split and Double Degree Programs, internships Action 7 To launch Courses and Research lectures/ seminars through Video Conference Action 8 To launch National and International consultancies Action 9 To work with national and foreign universities/ firms as sub-awardees
Table 18: Strategy Formulation: International Academic Network Goals: 1. To establish firm collaborative linkages with other Universities and Higher Education Institutions (HEIs) and organizations, both National and International. 2. To create partnerships between various organizations principally academic institutions nationally and internationally. Strategy-1 Actions Time Frame Responsibilities To develop Strategic Action 1- Identifying Continuous Vice Chancellor/ Concerns Linkages with areas/geographic locations where Deans/Directors prestigious strategic linkages can be Universities/Institute around the world. developed Action2-revitalizing the existing Continuous Deans/Directors linkages (MoU signed already). Action 3- Continuous Vice Chancellor/ Deans and To establish faculty and student Directors exchange programs with foreign HEIs Action-4 To organize joint course Year 3-5 Dean/Directors/Registrar and research lectures/ seminars through Video Conference and Invitation of resource persons for short period
Table 19: Strategy Formulation for International Academic Network KRAs KPIs Base Five Years Targets line 2013-14 2014- 2015- 2016-2017 2017- 2018- 2015 2016 2018 2019 Strategic linkages with Number of 2 5 8 8 10 12 HEIs of good repute are agreements signed developed with international HEIs Courses/programs with Number of 0 2 5 6 8 10 modern curriculum courses/programs developed with modern curriculum Professional diploma Number of 0 1 1 2 2 2 courses/programs professional developed diplomas and degrees /programs Research conducted in Number of research 0 4 6 10 10 13 collaboration with partner projects universities To develop faculty, staff Number of faculty, 0 10 10 13 17 20 and student exchange staff and students programs participated in exchange to foreign
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HEIs Joint course and research Number of joint 0 5 7 9 13 15 lectures / seminars research lectures / conducted through Video seminars through Conference and personal Video Conference visits and personal visits
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Chapter 8: Infrastructure and Facilities
The current infrastructure in Lasbela University is not sufficient to cater to the need of ever-increasing enrollment rates of students and faculty members. Lasbela University inherited the complex of disused Lasbela Textile Mill, with an old and obsolete ‘mill building’. Along with this, the complex provided with a residential colony for laborers and officers, an officer mess, and a ray of subsidiary buildings that have been renovated being used for various purposes by Lasbela University.
8.1: Planning for Infrastructure and Facilities The LUAWMS intends to establish two new sub-campuses in District Jaffarabad and Wad sub-division of district Khuzdar in upcoming year. The Higher Education Commission has already granted approval for that. These two sub-campuses will enhance the strength of students and provide professional applicants to coup the new challenges of global.
8.1.1: IT labs Currently the University has three IT Labs that are spread around the faculties and departments within the Campus. The current and projected numbers of IT Labs are shown in the following tables: Table 20: IT labs Faculty 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Faculty of Marine 1 01 1 01 1 01 Science Faculty Water 0 0 0 01 01 01 Sciences Faculty Agriculture 0 Faculty of Veterinary 0 0 0 02 02 02 and Animal Science Faculty of SSM&IT 2 2 2 2 2 2
8.1.2: Laboratory and Workshops Since the university is a science university with five pure science faculties (the faculties of Agriculture, Animal Sciences, Engineering/Water Resource Management and the Marine Science, Basic Science). Following are the current number of Laboratories and workshops in various faculties. Table 21: Laboratory and Workshops Faculty 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Faculty of Marine Science 3 3 3 3 3 3 Faculty Water Sciences 3 3 3 10 10 10 Faculty Agriculture 9 9 9 9 9 9 Faculty of Veterinary and Animal 10 10 10 21 21 21 Science Faculty of SSM&IT 01 01 01 01 01 01 Other (LUAWMS Inter College) 2 2 2 2 2 2
8.1.3: Academic Facilities (Lecture rooms/theatre/hall) The academic facilities that are currently available in the university and the projected number of facilities are mentioned in the following Table 21:
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Table 22: Academic Facilities (Lecture rooms/theatre/hall) Years 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Faculty of Marine 05 05 05 05 05 05 Science Faculty Water 03 03 03 10 10 10 Sciences Faculty Agriculture 07 07 07 07 07 07 Faculty of 01 01 01 09 09 09 Veterinary and Animal Science Faculty of Social 07 07 07 07 07 07 Sciences The Faculty of Education The faculty of 06 06 06 06 06 06 Linguistics and Literature Other (LUAWMS 04 04 04 04 04 04 Inter College)
8.1.4: Library Currently there are only two libraries available in the University. One is Central Library the other is departmental library. However, the university has planned to launch another two departmental libraries for the coming five years that are mentioned in the following libraries give below: Table 23: Number of Libraries Years 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Libraries 2 2 2 04 04 04 (central and departmental)
8.1.5: Recreational facilities Sports Importance of extracurricular and co-curricular activities is considered as essential for development for both the Students’ as well as for the teaching facility. Physical training and mental grooming are complementary to each other. The LASBELA UNIVERSITY, campus is located in the rural setting of Balochistan. The Uthal town lacks recreational facilities and university has to provide the students with a healthy sporting atmosphere not only to maintain a healthy mind but also improve their physical health. University lays emphasis in promoting outdoor as well as indoor sporting activities on a competitive basis. The construction of a fully equipped sports center and other student activities are planned for immediate as well as for the next five years in 15 years Vision document of the University. This plan will contribute considerably to attain the goals and objectives of LUAMWS in achieving the targets of improvement in the physical education. Sporting activity would also produce mentally and physically strong individuals and scientists in the fields of Agriculture, Live Stock, Water and Marine Sciences These young individuals would compete with other national institutes initially at a national level and hopefully within a few years of extensive training they will be able to compete not only at the national but also at the regional level, in all popular team sporting events such as volley ball, football, cricket, hockey, athletics, swimming, shooting, tennis events etc.
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Sporting Facilities Currently, Lasbela University has a basketball, and a tennis court; the students indulge in Cricket, table tennis in their spare time. There are provisions for construction of a standard swimming pool within the planned sporting center, that will not only serve as an underwater SCUBA diving facility to train students for underwater research, but it will also train the young students and the facility members in undertaking swimming as a healthy exercise and a hobby.
Table 24: Sport Facilities Years 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Grounds (Football, 5 5 6 6 6 6 Cricket, Basket Ball, Indoor Games, Gymnasium).
Debates, Magazine Lasbela University’s undergraduate students have participated in inter university Debates and essay writing competitions organized by the Higher Education Commission (HEC). The students will be encouraged to participate in such activities, debating will be part of their grooming and character building. Similarly Lasbela University plans to publish an in-house magazine that will focus on its activities, for outsiders this bi annual magazine will act like a window into the activities and the forth-coming events of the University.
8.1.6: Family accommodation and support services Currently the university provides family accommodation to 34 families. Of course the number of family house are limited that are far more less to coup of the demand for accommodation by university staff, considering the residential nature of the university. Recently, the Planning Commission has approved and subsequently the civil work has begun. It is pertinent to mention that the mega project contains a colony with numerous family houses of different size.
Table 25: Family accommodation and support services Years 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Number of family 34 34 34 82 82 82 accommodation Number of Bachelor 04 04 04 04 04 04 Hostels Number of Boys 02 02 02 03 03 03 Hostels Number of Girls 02 02 02 03 03 03 hostel
8.1.7: Administration Block Table: 26: Administration Block Years 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Administrative 01 01 01 02 02 02 Block
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8.1.8: Basic Health Unit and Animal Dispensary LUAWMS currently has one medical dispensary and one animal hospital. It further plans to establish one Basic Health Unit (BHU). But, LUAWMS also plan to increase the number of BHU and dispensary in next five years plan. The laboratory equipment e.g. microscope, Autoclave Digital Microprocessor, Autoclave Digital Microprocessor, Ultrasound machine for animals, Anesthesia machine, X-ray unit with accessories, Embryo transfer and IVF apparatus which costs hundreds of thousands to meet the practical requirement and raise the capacity of student to meet the challenges.
Table 27: Basic Health Unit and Animal Dispensary Years 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Basic Health Unit 01 01 01 02 02 02 Animal 01 01 01 Dispensary
8.1.9. Conference Room/Senate Hall The university has only two conference rooms in which one containing videoconference facility. Table 27: Conference Room/Senate Hall Years 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Conference Room 02 02 02 04 04 04
8.2: Information and Communication Technology (ICT) The university has an Information and Communication Technology (ICT), in addition to the Computer Sciences. The ICT disseminates WIFI facilities to the University. Moreover, the ICT manages the minor issues whenever occurs in any department. The ICT recently installed in University campus including the student and bachelor hostels for their research work.
Table 28: Information and Communication Technology (ICT) Goals: 1. To develop infrastructure and facilities that meet the altering demands, approaches and working patterns of our diverse staff and students population. 1-the mega project is going to start with more academic and administration blocks to boost the capacity of Faculty and management. 2. In order to meet and compete the national and international challenges, LUAWMS is going to install modern laboratories in VAS and Agriculture faculty. 2. To adopt revolutionary best practices and values in the use of ICT in teaching, learning, and research throughout the University. Strategy-1 Actions Time Frame Responsibility To expand and To hunt funding for construction of Continuous Director Planning and improve the standard new facilities Development/Registrar of our basic To develop new campuses Year 1-2 Director Planning and infrastructure Development/Registrar The foremost strategy To increase academic space/facilities Year 1-2 Director Planning and of LUAWMS to (Lecture rooms/theatres/ halls etc.) Development/Registrar improve the basic To create purpose-built engineering Within a year Director Planning and infrastructure. For that & information technology Development/Registrar the Directorate of laboratories Development of To increase recreational facilities Within a year Director Planning and infrastructure initiated Development/Registrar the mega project. To increase the number of family Within 2 Director Planning and accommodation and support services years Development/Registrar To increase hostel facility Within 2 Director Planning and years Development/Registrar Page 66 of 103
To increase pick and drop facility Within 3 Director Planning and years Development/Registrar To meet the To establish state-of-the-art Within 2 Director Planning and challenges in the field, engineering laboratories that supports years Development/Registrar LUAWMS going to outstanding research programs establish labs and To establish state-of-the-art IT -do- Director Planning and workshop in the laboratories Development/Registrar discipline of VAS and To provide access to a wide array of -do- Director Planning and WRS. information and learning tools by Development/Registrar increasing the number of desktop and To expand efficient laptop computers access to the research and information To develop high-performance -do- Director Planning and environment computing and networking facilities Development/Registrar to support computational modeling, simulation, data mining, and other computing-intensive applications To create a robust “virtual presence” -do- Director Planning and infrastructure to support research Development/Registrar collaborations, international programs, and daily business activities /face-to-face meetings To increase the number of library -do- Director Planning and resources with relevant books, Development/Registrar references and periodicals available in appropriate formats.
KRAs KPIs Baseline Five Years Targets 2013-14 2014- 2015- 2016- 2017- 2018- 2015 2016 2017 2018 2019 Funds fetched for Rupees in million 71.70 71.10 170.00 200 150.0 270.00 development 0 activities New campuses Number of new 00 00 00 02 02 02 campuses will be developed Academic facilities Number of lecture 63 63 63 78 78 78 at Sub-campus rooms/theatre/ halls / labs increased Number of faculty and 65 65 65 101 staff offices/ common 101 101 rooms Number of hostels 05 05 05 07 07 07 Recreational Number of playgrounds 04 04 05 05 05 05 facilities increased Number of Mosques 02 02 02 02 02 02 Number of photo state 01 01 01 01 01 01 shops On campus family Number of official accommodation for houses for married 34 34 34 82 married employees employees increased 82 82 Hostels facility Number of hostels 04 04 04 06 06 06 increased Transport facility for Number of vehicles 34 34 36 43 43 43 staff and students increased State-of-the-art IT Number of IT 03 03 03 05 05 05 laboratories laboratories established State-of-the-art Number of engineering 03 03 03 21 21 21 engineering laboratories laboratories established Page 67 of 103
Library facility Number of departmental 02 02 02 04 04 04 expanded libraries established Computers provided Number of faculty with 00 00 00 120 120 120 to faculty computers High performance Number of servers 05 05 05 IT infrastructure and installed networking facilities Main Bandwidth (Mbps) 156 provided/ installed Number of Switches for 30 points Number of routers 01 Number of access points 90 for Wi-Fi connectivity Robust virtual Number of campuses 01 01 01 01 01 01 presence with Video conferencing infrastructure facility created in remote campuses
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Chapter 9: Human Resources
9.1: General Human Resource Policies LUAWMS believes on hiring right people for the right job or function, trained and retain them so, that will lead the organization to its height in teaching, learning and research. In order to achieve this goal, LUAWMS has planned and is in the process of establishing a separate wing for human resource management, which is currently functioning in the registrar office by existing staff. LUAWMS has also preparing HR policies and adopting other comprehensive policies as per the standard rules and regulations, covering all the aspects of managing the human resource of LUAWMS. Human resource Wing (HRW) of LUAWMS will be responsible for coordinating all services related to recruitment, staffing, compensation and benefits, training and development, performance appraisals for the employees. The HRW will also assists employees in solving work-related problems, supplying information, and promoting good employer-employee relations. A major function of the HRW will be implementation of approved human resource policies and procedures. LUAWMS values holistic development of its employees and expects them to excel in the areas of expertise, be Innovative, play leadership role with integrity, dignity, and mutual respect, cooperation in good and with respect of difference of opinion. LUAWMS aims to build an environment where all policies and functions are developed on the professional justice, honesty, equity, fairness, integrity and individual and organization esteem. In drawing up the job description and conditions of service the LUAWMS will ensure that no job applicant receives less favorable treatment than another on the grounds of gender, race, religion or belief, age and sex. LUAWMS believes that consideration of the health, safety and welfare of staff is an integral part of the management process. In compliance with the directive of the honourable Chancellor/Governor Balochistan and the decisions taken by the University Syndicate, LUAWMS adheres to the procedures while processing the cases for making appointments in the University: All the posts shall be advertised in English and Urdu newspapers giving reasonable time, i.e. 3 to 4 weeks for submission of applications; Applications shall be scrutinized by a neutral committee headed by the Vice Chancellor/Registrar/Academic Deans of the University in accordance with conditions of eligibility advertised. The other members of the committee will be selected by the Vice Chancellor; The ineligible candidates shall be intimated about the rejection of their applications giving opportunity of appeal before the Vice Chancellor within certain time period; The eligible candidates shall be called for test/interview before the Selection Board of LUAWMS; Members of Selection Board shall mark the candidates independently and average marking be worked out for final selection;
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Minutes of the meetings of the Selection Boards shall be sent to the Members of the Board for approval. If approval is not received within 10 days from the day of receipt of minutes to the members, then these should be considered as approved and; Only approved minutes by the Members of the Selection Board must be submitted to the Syndicate for approval.
9.2: Recruitment and Retention Policies The recruitment policy of the university is based on merit. Being an autonomous body, following the prescribed rules and regulations of the Higher Education Commission and Government of Pakistan, the University creates the required positions and all regular appointments in teaching faculties, professional, management and lower staff positions shall be published at least three (two national and one regional) daily newspapers of wide circulation and the modern human resource management techniques may also be adopted, stating the number of vacancies, the pay scale, the minimum qualification prescribed for recruitment and the date by which applications may be received. The appointment procedure is rigorously based on merit, therefore, talent around the country are appreciated and subsequently accommodated in the university. The university retains her human resource as long as someone is involved in serious academic misconduct and other such offense that may malign the academic or otherwise reputation of the University. In case of an employee is alleged guilty, a scrupulous fact-findings investigation by the concerned disciplinary committee may be undertaken. Based on the recommendation of the committee the university may take necessary action in against or in favour of the alleged employee.
9.3 Mechanism for Identify Gaps in Recruitment and Retention Policy All recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement LUAWMS will regularly review and monitor its recruitment plans, policies and programs through involving QEC and HR wing so that to identify the gaps in recruitment and retention policies to ensure improving in the quality of Higher Education and performance of the staff and organization. Every, after three years LUAWMS will review and revise its existing policies so as to intact at par with the national and international universities.
Table 29: Mechanism for Identify Gaps in Recruitment and Retention Policy Amendment in Baseline Five Year Targets Service Statutes and Offering Market Salaries to the 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Faculty & Staff LUAWMS Increase of Increase of Increase of Increase of Existing service statutes, contract contract contract contract Pay service for pay and based pay by based pay by based pay by based pay by statutes allowances have 30% 30% 50% 75%
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been sent to Chancellor for approval LUAWMS service statutes, for pay and Increase of Increase of Increase of Increase of Existing Pay allowances have regular based regular based regular based regular based statutes been sent to pay by 20% pay by 20% pay by 40% pay by 55% Chancellor for approval
9.3: Growth and Development (HRD) LUAWMS believe that learning and development of the work force is a necessary process for achieving the business goal and objectives and essential for improving the quality of education and organizational performance. In this connection there are many short term and long-term nation and international training course, scholarships for faculty and staff members to enhance their knowledge, skills and abilities. To avail these training courses an internal committee is formed to select the faculty and other staff member for these course and trainings by following the set criteria. The first short term training of the staff is orientation program of LUAWMS. The aim of this session is to familiarize employees with the university code of conducts, values, benefits and other useful information that may have an impact on employee performance so that to induct them quickly in a new environment and achieve the organizational goals and objectives. Training Need Assessment will be conducted every, after six months of faculty and other staff members to identify the training needs and plan training coursed for growth and development of workforce in future. In house trainings will be a continuous process for lower staff members with the help of HR wing and senior faculty members as master trainer.
Table 30: Five years plan for Growth and Development of Faculty and Staff Members Five Year Targets Growth & Development of Faculty and Staff 2014-15 2015-16 2016-17 2017-18 2018-19 Study Leave & Scholarship for Faculty 10 15 20 20 25 International Training per year for Faculty 5 10 15 20 25 Local Training per year for Faculty 25 35 45 60 75 Study Leave & Scholarship for Staff 5 5 5 5 5 International Training per year for Staff 4 4 5 8 10 Local Training per year for Staff 20 25 25 30 40
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Note: Targets mentioned in each column includes cumulative targets of previous columns.
Pillar Strategy Indicator (s) 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Baseline (Midterm) Benchmark Human 1.1 Increase the No. of positions available 20 positions 30 positions 30 positions 40 positions 40positions Resource size and quality No. of applicants per position Nil 5 applicants 8 applicants 10 applicants 15 applicants Strengthenin of regular No. of regular faculty 20 positions 20positions 20 positions 20 positions 20 positions g faculty available 1.2 Provide No. of faculty and staff 122 134 140 145 150 professional No. of MPhil/PhD faculty 15 PhD, 15 18 PhD, 8 6 PhD, 8 8 PhD, 12 8 PhD, 20 development MPhil MPhil MPhil MPhil MPhil opportunities No. MoUs signed 8 MoUs 10 MoUs 13 MoUs 15 MoUs 12 MoUs No. of faculty exchanged Nil 5 faculty 7 faculty 14 faculty 20 faculty members members members members 1.3 Promote No. of courses taught through Nil 3 courses 8 courses 15 courses 20 courses collaborative team teaching Nil 1 assignment 3 assignments 10 assignments 20 assignments environment No. of assignments completed by two or more faculty members 1.4 Promote Number of research proposals 2 proposal 3 proposals 6 proposals 12 proposals 20 proposals research Number of students enrolled 55 MPhil, 2 100 Phil, 10 10 PhD, 40 20 PhD, 80 20 PhD, 80 activities in PhD and MPhil programs PhD PhD MPhil MPhil MPhil Number of issues Nil Nil Nil 1 issue 5 issues
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9.4: Performance Management Under the higher education guidelines, Lasbela University has established Quality Enhancement and Assurance Cell (QEAC). The mandate of the QEAC is to ensure the quality of teaching and research of the university, and checks the performance of the academic members. In its quarterly report, the Director QEAC suggests and proposes necessary actions in order to manage the performance of academics. For non-academic staff there exists no any proper mechanism to manage and evaluate the performance of the human resource. However, through the annual peer review and annual report, that is mandatory to be submitted by the peers, the performance of the official and lower staff of the university is evaluated.
9.5: Remuneration and Benefits The university strictly follows the Government of Pakistan policies to remunerate its employees. Both academic and non-academic members are offered salaries under the NPS system. In addition to this, the university pays 80% of the basic pay to the employees as hardship allowance. Senior officials entitled to have other perks and privileges are given the same facilities as per rule of the Government of Pakistan.
9.6: Projection of Staff Qualified and experienced faculty and staff are the foundations to establishing an institute that has far-reaching goals of producing capable teachers for the region. The faculty can grow professionally in a progressive environment conducive for innovative research. Furthermore the staff gains job satisfaction while working in a transparent, diverse and collaborative culture. Investing in recruiting, retaining and professional development of its staff is Lasbela University priority as it embarks on its journey towards strengthening of Lasbela University.
9.6.1: Projected Number of Academic Staff Table 31: Year and Position-wise number of faculty required
Academic Year Professors Associate Assistant Lectures Total Professors Professors 2013–2014 2 6 34 68 110 2014–2015 4 10 40 74 128 2015–2016 8 12 43 79 142 2016–2017 12 16 46 83 157 2017–2018 16 20 50 90 176 2018–2019 20 25 53 96 194
9.6.2: Projected Number of PhD Degree Holders Table 32: Projected number of PhD Holders Years 2013-14 2014-15 2015-16 2016-17 2017-18 Number of PhDs 17 25 29 40 50
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9.6.3: Projected Number of Administrative Staff Table 33: Projected number of administrative staff Years 2013-14 2014-15 2015-16 2016-17 2017-18 Number of family 375 400 450 455 560 accommodation
1.6.4. Five Year Strategy for Human Resource Table 34: Five-Year Strategy for Human Resource Strategy Formulation: Human Resources Goals: a) To strengthen the staff development program of the University. b) To ensure optimum human resource capacity and utilization at all levels of the c) University. d) To develop welfare systems. e) To hire, develop and retain outstanding and motivated workforce that will lead it to supremacy in teaching, learning and research. Strategy:1 Actions Staffed by Highly Action 1: Implementing a systematic and transparent approach to human resource Qualified and practices as well as to continually improve the service terms to stop the brain drain. Committed Personnel Action 2: Emphasizing excellence in job performance, understanding of the Vision, Mission and entrepreneurial thrive of the institute. Action 3: Recruiting and retaining high quality staff, who are committed to dealing with the future challenges. Developing a comprehensive plan on human resources, training at every level with emphasis on personal development plans. Action 4: Providing avenues for staff training and further development with adequate budget and close monitoring to ensure its effectiveness.
Action 5: Opening communication channels between the top management and all levels of staff to get ideas, comments to instill a sense of belonging and hear grouses. Strategy:2 Actions Ensure sound Action 1: Harmonize the functions of academic managers as well as non-academic practices and policies. managers. Action 2: Developing and maintaining job descriptions to cover new and existing requirements. Action 3: Increasing interaction at all levels by including all of their management in the decisions of longer interest of the Institute. Action 4-Developing need-based trainings for admin and staff. Strategy:2 Actions To simplify Action 1: To launch on-line application system to expand the catchment area. recruitment process Action 2: To maintain high standards for hiring employees by reviewing the recruitment and provide congenial policies. work environment Action 3: To expand housing, children school, health and other facilities for employees. Action 4: To improve performance management system by revising performance evaluation proformas
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Table 35: Strategy Formulation for Human Resource
KRAs KPIs Base Five Years Targets line 2013-14 2014-2015 2015- 2016- 2017- 2018- 2016 2017 2018 2019 Introduce web- Number of web 0 1 1 1 1 1 based based application application system launched system to applications across Pakistan Recruitment Number of 0 1 2 2 2 2 system is made recruitment better policies revised
To expand Number of 34 34 34 154 154 154 housing, employees children school, allotted with health and other official facilities for accommodation employees Number of 0 50 60 200 210 230 employees’ children provided with school children Number of 0 5 10 16 20 20 employees’ admitted at HEI on reserved seats
Number of 507 510 600 650 700 820 employees entitled for free medical treatment
Scholarships Number of 0 50 60 100 150 200 and necessary scholarships funds for arranged study/training arranged Talented and Number of 40 45 60 80 110 130 motivated staff postgraduate selected and foreign sent for scholarships study/training awarded to faculty members Number of 0 5 9 10 14 20 administrative staff undergoing foreign trainings
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Chapter 10: Finance
10.1: Background Financial and strategic management of our financial resources underpins our ability to balance momentous investment in our strategy with financial sustainability. Our financial strategy provides this framework through a robust program of investment which has the ambition, foresight and flexibility to achieve and sustain our vision. The prime objective is to ensure that we manage resources to deliver strategic priorities. Another key objective in our financial strategy is to ensure that we aggressively grow research income to enable the development of our research. Gradually reduce our dependence upon Higher Education Commission. Our strategic aims are dependent upon growth and diversification of income streams have identified growing additional sources of profitable income to invest in our future as a key financial objective. This objective encompasses a number of developments including our program to grow endowment funds, ensuring growth of profitable income through our enterprise and knowledge transfer activities and ensuring financial sustainability and appropriate market based pricing of our teaching programs. Our financial strategy recognizes the importance of strategic investment and financial sustainability directly supporting academic strategies in all of our schools and faculties. Our objective to ensure all faculties and departments are able to generate surpluses for reinvestment will ensure that we maintain a financially and academically strong portfolio. Finance Department of Lasbela University was established in 2005 when the university has started properly functioning at its current Campus. The finance department controls and looks after all the activities related to financial matters. Overview of some of the main tasks that are performed by the finance department mentioned below: Preparation of payroll; Fund management; Investment of university funds (long & short term); Preparation of Budget; Accounting records; Preparation of financial statement (balance sheet, income statement etc.) (Existing resources and financial position and plans)
10.2: Sources of Income Student fee includes admission fee, examination fee, registration fee, host fee, tuition fee, library fee, conveyance fee etc. that are one of the main sources of income for Lasbela University. Currently the receipts from student for financial year 2012-2013 are of Rs. 20. 5 millions.
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Table 36: Sources of income Rs in millions Year 0 1 2 3 4 5 HEC Grant 341.0 397.8 483.1 596.8 738.8 909.3 Student Fee 20.5 23.9 29.0 35.8 44.3 54.6 Investment Income 0.7 0.7 0.8 0.9 1.0 1.1 Strategic Business Units 8.6 9.5 10.5 11.7 12.9 14.3 Subsidiary 1.5 1.7 1.8 2.0 2.2 2.5 Miscellaneous Income 14.1 15.6 17.3 19.1 21.2 23.5
10.2.3: Miscellaneous Income Miscellaneous income includes the income from transportation, livestock, electricity charges, Accommodation charges, field etc. Lasbela University maintains an account in ZTBL for the collection of such income. Miscellaneous income for the financial year 2012-2013 is of Rs. 58.06,742. And it is projected that the University will reap the following amount in next five years from Miscellaneous:
Years 2013-14 2014-15 2015-16 2016-17 2017-18 Amount in millions Rs. 58.07 65.55 70.333 78.34 84.71
10.2.4: Income from Strategic Business Units Currently 4 colleges are affiliated with faculty of education and income generated from them for the financial year 2012-2013 is of Rs. 0.5 Million.
Years 2013-14 2014-15 2015-16 2016-17 2017-18 Amount in millions Rs. 58.07 65.55 70.333 78.34 84.71
10.2.5: Income from Subsidiary Companies/Units if any There is no any subsidiary.
10.2.6: Income from Consultancies There is no such income generated from consultants for the financial year 2012-2013.
10.2.7: Income from Research by increasing Scale of Research and Program based Funding Income base research work not conducted due to lack of infrastructure. However, after the establishment of infrastructure, the University plans to attract funding from various projects.
Years 2013-14 2014-15 2015-16 2016-17 2017-18 Amount in millions Nil 6.33 8. 40 10.33 12.11
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10.2.8: Donation from Government Lasbela University is a public sector university funded through Higher Education Commission (HEC) & Governor House Balochistan which are the main source of income. The budget for next financial year in current year is submitted to HEC showing the actual expenditure in previous year, Estimates of current year & estimated demand for next financial year. After submission of budget HEC will make the budget allocation accordingly. In previous financial year 2013-2014 HEC allocated Rs. 141.45 Million against the expenditure of RS. 224.08 Million.
Years 2013-14 2014-15 2015-16 2016-17 2017-18 Amount in millions Rs. 141.45 160.67 190.555 210.91 222.81
Likewise, the governor house Balochistan allocated Rs. 65 Million for the financial year 2013-2014. And its projected the University will get the following grants from the Governor House and Balochistan Government:
Years 2013-14 2014-15 2015-16 2016-17 2017-18 Amount in millions Rs. 65 100.10 120.11 130.15 150.91
10.2.9: Tapping other Sources Currently the University is planning to various venues to tape various sources.
10.3: Financial Sustainability Lasbela University lacks resources to fund research as well as educational activities, which very strongly affect the achievement of the mission and vision of the University. The goal towards financial self-reliance will help contribute in acquiring required infrastructure, recruiting and developing qualified teachers, and help promote research activities. The University does not have any established investment that could fetch a regular income. However, the University has two broad accounts: each one in Zarai Tariakiathi Bank Limited (ZTBL) and National Bank of Pakistan. Nevertheless, the University expects following flow of income from various sources in next five years:
10.3.1: Income and Expenditure Statement Finance department prepare Income & expenditure statement after closing of each financial year. This statement shows the income & expenditure of Lasbela University for a financial year. Currently finance department is in process for the preparation of income & expenditure statement. The current Income and Expenditure Statement is presented here:
Table 37: Projected Receipts and Expenditure Statements (Rs in Million) Projected Receipts and Expenditure Statements 0 1 2 3 4 5 Receipts/Income 387.2 449.2 542.5 666.3 820.5 1,005.3
Expenditures
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Academic Staff Salaries & Benefits 211.0 275.0 295.0 317.0 364.0 418.0 Other Staff Salaries & Benefits ------Other Charges 125.4 138.5 153.5 170.1 188.6 204.6 Total Expenditures 336.4 413.5 448.5 487.1 552.6 622.6 Surplus / (Deficit) of Receipt over Expenditure 50.8 35.6 94.0 179.1 268.0 382.7 Carried to Fund Account RECEIPTS HEC Grant 341.0 397.8 483.1 596.8 738.8 909.3 University Own Income: Student Tuition fee 20.5 23.9 29.0 35.8 44.3 54.6 Zakat Collection 2.1 2.5 2.8 2.9 3.3 3.1 Other Income & Recoveries 23.6 25.0 27.6 30.8 34.0 38.3 Total Receipts 387.2 449.2 542.5 666.3 820.5 1,005.3 Pay of Officers, Faculty, Lower Staff 211.0 275.0 295.0 317.0 364.0 418.0 Other Charges Printing & Stationary, Publication 2.6 2.9 3.2 3.5 3.9 4.3 Postage, telephone, internet etc 1.4 1.5 1.7 1.9 2.1 2.3 Electricity & Water 19.4 21.5 23.9 26.5 29.3 32.5 Repair & Maintenance 6.3 7.0 7.7 8.6 9.5 10.5 Depreciation 44.3 49.0 54.3 60.2 66.7 74.0 Amortization of intangible-HRD 7.6 8.4 9.3 10.3 11.4 12.7 Travelling & transportation 13.5 14.9 16.6 18.3 20.3 22.5 Newspapers 0.2 0.2 0.2 0.3 0.3 0.3 Publicity & advertising 2.2 2.4 2.7 2.9 3.3 3.6 Scholarship 14.7 16.3 18.0 20.0 22.2 24.6 Zakat paid to students 1.7 1.9 2.1 2.3 2.6 2.9 Security service 2.1 2.4 2.6 2.9 3.2 3.6 Contingency & general supply 0.1 0.1 0.1 0.1 0.1 0.1 Entertainment 0.5 0.5 0.6 0.6 0.7 0.8 Chemical & glassware 0.2 0.2 0.3 0.3 0.3 0.3 Audit fee 0.2 0.2 0.2 0.2 0.2 0.3 Livestock ------Tax deducted by bank 0.5 0.6 0.7 0.7 0.8 0.9 Insurance of Vehicles - - - - - 0.1 Seminars 5.0 5.5 6.1 6.7 7.5 8.3 Miscellaneous expenses 2.7 3.0 3.4 3.7 4.1 0.1 Other Expenditures 0.3 Total Other Charges 125.4 138.5 153.5 170.1 188.6 204.6
10.3.2: Balance Sheet Finance department also prepares balance sheet after closing of financial year. The following is the Balance sheet of current and projected assets and liabilities of the University:
Table 38: Finance Department Balance Sheet
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Balance sheets projected FIXED CAPITAL EXPENDITURE 0 1 2 3 4 5 Fixed Assets (At Cost) 675.1 813.9 884.7 895.0 905.0 990.0 CURRENT ASSETS Stores & Spares 0.5 0.1 0.1 0.1 0.1 1.5 Advances for Expenses 0.5 0.6 1.0 1.0 1.2 1.5 Cash and bank balances 211.9 431.4 374.9 445.6 530.0 589.3 675.1 813.9 884.7 895.0 905.0 990.0 CURRENT LIABILITIES Securities Refundable to contractor 14.6 18.1 17.9 15.0 21.0 21.0 Securities Refundable to Students 3.7 4.2 5.7 8.0 9.5 11.0 Deferred Grants 830.5 1,101.3 1,046.4 1,060.0 1,080.0 1,090.0 Deferred Liabilities 25.9 34.0 54.8 65.0 40.0 20.0 874.6 1,157.6 1,124.8 1,148.0 1,150.5 1,142.0 NET CURRENT ASSETS (661.8) (725.5) (748.9) (700.4) (619.2) (549.7) 13.3 88.4 135.8 193.6 285.8 440.3
10.3.3: Cash Flow Statement
Table 39: Cash flow statement
YEARS 1 2 3 4 5 Surplus / (deficit) for the year 35.61 93.96 179.12 267.97 382.70 Total funds generation 35.6 94.0 179.1 268.0 382.7 Net cash flow from operating 49.2 28.9 32.0 35.0 40.0 activities Cash flow from investing activities (193.2) (119.7) (150.0) (165.0) (180.0) Cash flow from financing activities 363.5 34.2 30.0 25.0 20.0 Net Increase in cash & cash 219.5 (56.5) 71.0 84.0 100.0 equivalents Bank balances at the beginning of 211.9 431.4 374.9 445.6 512.5 the year Bank balances at the end of year 431.4 374.9 446.0 530.0 612.0
10.3.4: Maintaining Financial Bed The resource gap is being managed by keeping the sanctioned posts vacant till the time matching resources are made available. This is managed without compromising the quantum and quality of teaching research. Economy, efficiency and effectiveness in making expenditure is also kept in view
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10.3.5: Long term investment Finance Department also makes long term investment in following accounts in United Bank limited Bela (UBL). S. No Title of account Profit rate Amount 1 General Provided fund Lasbela University 15% P.A 4,430,000/- 2 Benevolent Fund Lasbela University 15% P.A 837,000/- 5,267,000/-
S. No Title of account Amount Endowment fund Lasbela University 5,000,000/-
10.3.6: Adopting and maintaining Entrepreneurizing Culture
There is dire need for adapting and then maintaining entrepreneur culture in public sector Universities. It was due to Government support being provided to the Universities. However, times is ripe for taking such measures which will help in enhancing financial viability and sustainability, and the financial sustainability means whether or not the University can afford its operation cost.
Table 40: Adopting and maintaining Entrepreneurizing culture Goal To utilize more sophisticated techniques of cost saving and revenue generation in order to achieve financial sustainability Strategy Actions Time Frame Responsibility To increase Own Revenue Initiate new academic programs to attract Continuous Deans/Registrar Generation Sources more students Increase the capacity and scope of Continuous Deans and existing programs to attract self-finance VC/Registrar students Explore new sources for revenue Continuous VC generations To curtain costs Cost per student to monitor for each Continuous Deans/HoDs program Other cost to decrease per year Continuous VC/Director Finance
KRAs KPIs Baseline Five Years Targets 0 1 2 3 4 5 Grant reliance to Grant to own source 95 : 05 90 : 10 80 : 20 75 : 25 70 : 30 65 : 35 dispense with ratio New revenue avenues 0 2 4 6 10 15 Cost savings 12 18 20 40 60 Land / building full Revenue per square feet 5 10 14 14 16 20 utilization to be increased
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Land development / building for new courses - Sq ft Accounting system New accounting up-gradation/ using software (MIS) MIS system Conversion of single entry records
10.4: Entrepreneurial Thrive
The University has taken numerous initiatives to move and advance further in the modern day’s research and development that is taking place in the market. In a knowledge-based economy, technology venturing is a key factor of internationally comparative advantage in industry. Recently, technology venturing through incubator activity is emerging and has useful strategy to improve national/international competitiveness and business incubator, which bred and nurture become an important instrument in the creation of new enterprises. Lasbela University, through applied and adaptive research, concrete inventive ideas are beginning to emerge in the following two forms: New product development ideas. University-Industry Projects (UIPs) that will solve specific industry problems or improve current technology/practices.
Table 41: Entrepreneurial Thrive
Optional Courses and Training in To inculcate the sense of transformation of the core competencies Entrepreneurship into viable commercialized activity through enhancing the entrepreneurial capabilities.
Goal: To establish university as an enterprise of selling business ideas Action 1 Initiating research based business ideas generation Action 2 Promoting the business ideas through exhibition/ competitions Action3 Commercialize the research ideas through mutual partnership of faculty and students Action 4 Attracting funds from the industry further expansion of ideas Action 5 Strengthen long term relationship with alumni
KRAs KPIs Baseline Five Years Targets 2013 2014 2015 2016 2017 2018 Research 11 business 1 2 2 2 2 2 commercialization competitions/ job fairs Consultancy 10 consultancies 0 0 1 2 3 4 provided Technology transfer Number of technology transferred Innovations 10 patents Registered 2 3 4 4 6 7
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Focus Strategy Action Deadline / Time Responsibility Frame Generating Entrepreneurial . Initiating research based Continuous ORIC business culture business ideas generation ideas . Promoting the business ideas through exhibition/ competitions . Commercialize the research ideas through mutual partnership of faculty and students . Attracting funds from the industry further expansion of ideas
Goal a) To create an entrepreneurial environment where students, faculty and staff can initiate entrepreneurial ventures b) Commercialize University Intellectual Property for public benefit c) Promote innovation as a tool for entrepreneurship
Strategy-1 Actions Time Frame Responsibility To promote Offer courses in Entrepreneurship for bachelor level Year 2-5 Deans/ HoDs Innovation and students Entrepreneurship Organize activities including successful Year 2-5 Deans/ HoDs entrepreneurs that encourage faculty, students and staff towards entrepreneurship and emphasize importance of innovation for success Create awareness about Social Entrepreneurship Year 2-5 Deans/ HoDs Arrange seminars and workshops for bringing up Year 2-5 Deans/ HoDs innovative business ideas - converting ideas into enterprises Train and encourage students, faculty and staff to Year 1-5 Deans/ HoDs participate in national and international business plan competitions. To attract funds from the industry and Alumni for Year 1-5 Deans/ HoDs converting ideas into enterprises To launch start-ups Year 1-5 Deans/ HoDs Strategy-2 Actions Time Frame Responsibility Commercialize Generate income through consultancy, patents, etc. Year 2-5 Deans/ HoDs University Intellectual Property
Develop links with LIEDA in the District Lasbela Year 2-5 VC/Deans/ and industrialists in the province of Balochistan and HoDs Karachi/country/internationally Arrange networking events where entrepreneurs Year 2-5 Deans/ HoDs can meet researchers Formulate technology licensing to attract potential Year 1-5 Deans/ HoDs industry/entrepreneurs to license developed technologies.
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Pitch projects/ideas to industry for initiating Year 1-5 Deans/ HoDs University-Industry Projects
KRAs KPIs Baseline Five Years Targets 0 1 2 3 4 5 Business ideas Per year number of 0 2 2 3 5 6 promoted exhibitions / competitions Industry and Number of networking 0 2 3 3 3 3 entrepreneurs attracted events Income through Million rupees earned 0 1 1 5 7 10 consultancy, patents through consultancy Million rupees earned Pre- 0 1 4 5 through patents commercialization activities
Start-ups launched Number of start-ups 0 0 2 4 5 7 launched
10.5: Resource Allocation and Administrative Efficiency Resource scarcity has always been a major problem with the growing establishments and Lasbela University fully recognizes this. Lasbela University desires to implement a frame work where allocation of the resources to any unit must to be linked with the outcome indicators to measure the efficiency. The ultimate goal would be to measure the resource efficiency and output achieved must be greater than the input supplied.
Table 42: Resource allocation and administrative efficiency Strategy Formulation: Resource allocation and administrative efficiency Goals: a) To identify additional outsourcing opportunities b) To improve the quality of support staff. c) To maximize space usage. Strategy Action Improving Action 1: Establishing specific criteria to benchmark the unit’s performance and Operational productivity. Efficiencies. Action 2: Reducing size for improving quality, evaluating low-enrollment and low productivity programs to determine which of these programs can be supported. Action 3: Comprehensive review of all units/departments to improve the academic and administrative efficiencies. Action 4: Reviewing revenue sharing to its programs. Action 5: Developing a revenue-sharing plan to encourage entrepreneurial activities while accounting for the cost of these activities to the university.
Table 43: Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets Administration KRAs KPIs Targets Baselin Five Years Targets e 2013 2014 2015 2016 2017 2018
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E-Governance To make 3 3 process Nil - 1 2 3 3 systems process fully process process process process (performance functional for E- management Governance (e.g. technologies, procurement, knowledge exam, management transportation) technologies
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Chapter 11: Networking
11.1. Government Agencies Universities play a crucial role in any society around the globe. It is because universities produce knowledge and transmit it to the society for the wellbeing of humanity. However, a university cannot work in isolation and therefore, requires linkages to and cooperation of other governmental institutions and organizations. Such linkages and cooperation with various governmental institutions/organizations are not only essential but also rather a key to enhance quality and adopt result-oriented strategies. Hence, since the establishment of LUAWMS, it has established strong chain of linkages with the following governmental institutions and organizations. Planning Commission, Pakistan Pakistan Navy, the Government of Pakistan Karachi Port Trust, the Government of Pakistan The Forest Department, the Government of Pakistan Pakistan Agriculture Research Council National Agriculture Research Council Ministry of Food Security, Government of Pakistan Ministry of Sciences and Technology The Home Department, Government of Pakistan The Ministry of Foreign Affairs The Department of Social and Women Development Baitul Maal, Government of Pakistan Higher Education Commission of Pakistan The provincial Higher Education commission The ministry of youth affairs The state Bank of Pakistan Hingol National Park Pakistan Coast Guard Maritime Security Agency The ministry of primary education The ministry of colleges and higher education The Chancellor Office (Government of Balochistan), Fisheries Department, Government of Balochistan The Live Stock Department, the Government of Balochistan The ministry of finance, the government of Balochistan Gwadar Development Authority Balochistan Coastal Development Authority Balochistan Development Authority
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11.1.1: Higher Education Institutions/Departments of the Province LUAWMS has already established links of mutual cooperation with the following Higher Education Departments and organizations in Balochistan. The University of Balochistan Balochistan University of Engineering and Technology Balochistan University of Information Technology and Management Science The University of Turbat University of Balochistan is the pioneer higher education body in the province and therefore, LUAWMS often take advices from it in various areas including research, development of infrastructure, and administration. Balochistan University of Engineering and Technology is the only engineering University in this province and whenever LUAWMS requires expertise in the field of engineering the former is ready to provide it. LUAWMS also has a faculty of Water Engineering and presently offering BS Water Management. So whenever, the faculty requires expertise in certain areas, Balochistan University of Engineering and Technology provide the same. LUAWMS has a strong link with Balochistan University of Information Technology and Management Science, Quetta. LUAWMS has a Selection Board for the promotion and appointment of its academic and non-academic staff, which consists of internal and external members. It (the Board) is constituted in a way to maintain high level of merit, transparency and hired/appoint experts in various fields/positions. So, the Board has one external member from Balochistan University of Information Technology and Management Science, Quetta. So far as the University of Turbat concerned, it is a newly established University and LUAWMS extended its cooperation in its development areas of Turbat University. The Pro Vice-chancellor of LUAMWS is a member of Turbat University Selection Committee and Planning Division. In the next five years, LUAWMS aims to established close links with these universities in various areas including exchange of students and faculty members.
11.1.2. Higher Education Commission The Higher Education Commission (HEC), formerly known as the University Grant Commission, is the primary regulatory body of higher education in Pakistan. In Pakistan, up till 2002, universities were recognized by the University Grants Commission (UGC) which draws its powers from the University Grants Commission Act, 1974. The Act was repealed in 2002 by the Higher Education Commission Ordinance, 2002 and since then, Higher Education Commission of Pakistan (HEC) is responsible for higher education policy, quality assurance, and degree recognition, development of new institutions and uplift of existing institutions in Pakistan. It also facilitated the development of higher educational system in Pakistan. Its main purpose is to upgrade universities in Pakistan to be centers of education, research and development.
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Thus keeping in view the importance of the HEC, Pakistan, and LUAWMS has strong linkages with it wherein the former has played a leading role towards the establishment of the latter (LUAWMS) by approving various PCI for LUAWMS on priority basis. To date the HEC has approved a range of projects for LUAWMS wherein more than 40 doctoral scholarships were given to the latter for faculty development under a project named as “The Establishment of Marine Sciences Undergraduate Laboratories”. The aim of such scholarships was to bring Lasbela University at par with the rest of the universities around Pakistan and also to bridge the deficiency of qualified academic staff at Lasbela University. HEC also organized indigenous certification course for the administrative staff of LUAWMS to increase the effectiveness and efficiency of the administration. HEC also help Lasbela University to develop, review and update the academic polices from time to time especially in relation to the subjects, core areas, format of tests etc. As HEC is the main financing body of public sector universities in Pakistan hence LUAWMS, being a public sector university, has the following goals to be achieved in next five years with the help and cooperation of HEC. Various PC-1s shall be developed and duly submitted to the HEC for approval in the coming five years.
11.1.3: Finance Department LUAWMS has a strong link with the Government of Balochistan in general and finance department in particular. Presently, LUAWMS has a Selection Board (already mentioned under 11.1.1), Syndicate and a Senate. In such bodies, LUAWMS has already given representation to Finance Department, Government of Balochistan. For instance, in the Selection Board of LUAWMS, Secretary Finance or his representative is a member. And the main purpose behind this is to keep aware the finance department of the province of the financial requirements of the university.
11.1.4: Economic Affairs Division (EAD) LUAWMS signed Memorandum of Understanding (MoU) with EAD, Islamabad to receive different types of scholarship and short terms training programs internationally and nationally in all important disciplines existing in LUAWMS. Furthermore, due to the unavailability of well-equipped laboratory at LUAMWS; EAD give assistance to LUAWMS to use the national laboratories for research purposes. In the coming years, this linkage would enhance further by establishing our own laboratories with the help of EAD.
11.1.5: Local Authorities Local authorities are responsible for a significant proportion of public services expenditure to face huge challenges. Thus links between local government and universities are very important for the development of local society and to protect national interest. With notable exceptions, local government in general has too little awareness of the large and potentially useful body of research-derived knowledge and expertise; therefore relatively few academics see local government as a partner in, or potential user of their research expertise.
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Thus, recognizing the above facts LUAWMS is trying to get support from local authorities and government bodies. LUAWMS is busy in doing research on various local issues and problems. It also conducts various seminars/trainings sessions for the local community to steer up their skills in different areas. All this is done with the coloration of local government. Presently, LUAWMS is linked with following local bodies/organizations; The local Government Department District Administration Gwadar District Administration
Linkage with these bodies is a kind of two-way traffic. Such linkage would provide an ample support in terms of training/internship to the students of LUAWMS including nominal grants. While in turn LUAWMS would conduct seminars and training workshops for the employees of the said local bodies in various fields with the consultation of local authorities in coming years.
11.2: Industry The university is always taken as a hub for innovation where scientists from various disciplines gather to share their ideas for developing new technologies, procedures, processes and systems. The innovation done in the universities attracts huge demand from industry. This leads to increased, diversified economic activities and market development. Industry-academia linkages (IAL) provide the basis for a strong innovation system. A strong IAL ensures that the research and development activities in universities are oriented towards demand in the market and in the society; it provides enabling environment for increased creativity for new comers and guarantees the enhanced competitiveness. These functions go hand-in-hand and reinforce each other.
Keeping in view all of the above importance LUAWMS is looking to develop a strong innovation system with various industries in the country. Being located at Lasbela District, where the Industrial City of Hub, is also situated, Lasbela University has signed agreements with following to get training facilities for its students and staff members as well as financial support if available.
Lasbela Industrial and Estate Development Authority. Lasbela Chamber of Commerce and Industry.
LUAWMS is also busy in doing research on indigenous industries located in Hub city and later LUAWMS will establish strong linkages with the national industries. The graduate and academic staff of LUAWMS is very keen on raising the standard of research and hence they are conducting research on various topics related to the industries located at Hub. It would spread LUAWMS reputation and scope at national and international levels.
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In the next five years, LUAWMS would be in a position to provide consultancy to various firms located in Hub City and beyond.
11.3: Alumni With numerous alumni around the world, the University has a significant opportunity to benefit from the advice, assistance and financial support of its graduates. Our strategy seeks to realize this opportunity through investing in our alumni and development activities to embrace this resource. Our contact with alumni and involve them in the future direction of the University, with the expectation that they will wish to support academic excellence and the next generation of our students. The university is interested to establish LUAWMS Alumni Program via Alumni Relations Office, which will be primarily involved to invite alumni to their Alma Mater and to share their love and services in different ways. In addition to this the program aims will be: To strengthen the linkages between the alumni and the university; To promote interaction among alumni of the university; To tap alumni to support/assist the projects and programs of the Alumni Relations Office and; To collaborate with alumni to carry out the mission of the university;
The university is also planning to start the Alumni Scholarship Program with the help of alumni which would benefit the academically sound and poor students of the university.
11.4: Community LUAWMS is unique in terms of its faculties and the programs it offers. It is the only university in Pakistan, which imparts education to its students in the field of Marine Sciences. Besides Marine Sciences, it also engages in imparting education in VAT, Agriculture, IT, Economics, Business Administration, Water Management, English, and Education. LUAWMS is effectively trying to engage the local community (whose main occupation is Agriculture, Livestock, and Fishing) to develop skills through the conduct of various training in the said areas. In this way the economy of the local community would developed and in turn they would be able to send their offspring to attend higher education at LUAWMS. In this way not only the University would generate its revenue but rather would work for the betterment of the local community at large. Until now, different trainings of various nature vis-à-vis agriculture, livestock, and fishing are conducted by the university with the help of local governmental bodies such as agriculture department, livestock department, and fisheries. In the next five years, the university aims to extend the extent of such trainings beyond district Lasbela.
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Table 44: Strategy Formulation With Regard To Networking Goals: 1. Linkage with the Higher Education Departments of the Province in a. Student exchange program for one semester with other university in Balochistan b. Faculty exchange program for one semester with other university in Balochistan 2. Linkage with HEC for Development of University Infrastructure a. Faculty of Veterinary and Animal Sciences (VAT) b. Faculty Social Sciences, Management and Information Technology (SSM&IT) c. Faculty of English language and Literature (ELL) d. Faculty Crops and Plant Sciences e. Faculty of Marine Sciences 3. Linkage with the finance department, Government of Balochistan with respect to the development of health facilities in the University a. To handing over LUAWMS Hospital to Government of Balochistan and declared it as Basic Health Unit 4. Linkage with local authorities and local community a. To get approved internships for the students of LUAWMS from the local authorities b. To conduct training for the development of these bodies in the areas such as IT training, Crop production training, Animal raising training c. To conduct training for the development of the economy of the local community in the given areas: d. Crop production training e. Livestock/Animal raising training f. Fisheries 5. To attract the national and international industries and provide consultancy services 6. To establish LUAWMS Alumni Association Strategy Action Time Frame Responsibility 1. Student exchange with Registrar Branch of the 2-5 years University the above mentioned University with the Administration/Controller higher education consultation and Exams/Deans/HoDs department in the cooperation of province of Balochistan in concerned Deans/Head various fields of studies. of Departments (HoDs) of LUAWMS. 2. Exchange of the faculty Registrar Branch with 2- 5 years University members with the consultation of Administration/Deans/HoDs universities of Balochistan respective Deans/Head for not more than one of Departments semester wherein the faculty would learn new techniques and would come up with new ideas vis-à-vis research and teaching. 3. Preparation and P&W with consolation 5 years Department of Projects and submission of PC-1s for of P&D and University Works development of Administration infrastructure/buildings 4. LUAWMS has a Registrar Branch 01 year University Medical officer newly constructed Medical Centre for the treatment of outdoor patients (OPDs). 5. To develop awareness Public Relation Officer 02 years Registrar Branch amongst the local with consultation of community vis-à-vis University
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expertise in Administration Agriculture, VAT and Fisheries. Furthermore, University will organize workshops in seminars to attract the local philanthropist to help the student of LUAWMS in terms of scholarships. 6. Meetings with the Office for Research and 3-5 Years Director ORIC with consultation heads of national and Innovation and of Deans international industries Commercialization for mutual benefits and (ORIC) future consultancy services 7. To establish an Alumni Controller Examinations 02 years Controller Examinations Association Office and hold meetings to develop linkage the graduated students and the university
Table 45: Key Results Areas (KPA), Key Performance Indicators and Targets KRAs KPIs Targets Baseline Five Years Targets To establish a 01 meeting with 75 2014-15 2015- 2016- 2017- 2018- 2019- collaboration with each University. Students 16 17 18 19 20 partner 100 students and and 30 universities/institutions 10 faculty teachers 0 S05 S10 S15 S20 S25 to exchange students members will be trained T02 T04 T06 T08 T10 and faculty members facilitated under this program. LUAWMS is Establishment of 5 2 2 3 3 5 5 functioning under the 04 academic Old Lasbela Textile buildings Mill building and requires developing further 05 buildings for various faculties. LUAWMS requires 1500 outdoor 0 400 500 600 700 1100 1500 medical centre for the patients will be treatment of students, treated employees. The University will 2100 students 300 300 300 300 300 300 300 seek different will get opportunities for internship student’s internships from local bodies
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To conducted various 30 trainings and 5 5 5 5 5 5 5 trainings for the workshops will awareness of local be organized farmers for sustainability of agriculture and livestock management. Consultancy services 12 national 0 0 1 1 2 3 5 industries would be engaged for consultancy services Data collections for 12 meetings with 0 2 2 2 2 2 2 Alumni office Alumni/functions would be conducted
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Chapter 12: Linkages with National and International Donors
12.1: Generating Revenue To increase the revenue of the university and make it self-sufficient, the university authorities are looking forward and trying to explore the possibility of raising revenue by turning university research into revenue and provide consultancy services to different national and international industries. Presently, the university is already linked with the following national and international donor agencies to generate its revenue: National Rural Support Program; USAID, German Aid; Japan International Cooperation Agency; Chinese Scholarship Council; Austrian Aid; Canadian International Development Agency;
In the next five years, Lasbela University aims to work on the following areas to generate revenue. Out of the following areas, LUAWMS already has increased the fee and very soon would announce admission in various professional departments on self-finance basis. 1. To established different types of business venues in the university premises to generate income for LUAWMS. 2. To encourage the professional degree awarding departments of the university to launch part-time programs which in turn would generate a sizable amount of money and funding opportunities. 3. To approach different national and international donor agencies for collaboration in various areas for the purpose of fund raising such as National Rural Support Program, USAID, German Aid, Japan International Cooperation Agency, Chinese Scholarship Council, Austrian Aid, Canadian International Development Agency.
12.2: Students Scholarships Like other universities around the world, LUAWMS also make partnership and links with various organizations to get scholarships for the students and faculty members. These organizations include British Council, Pak-USAID merit and need based scholarship program, HEC need based scholarship, and Higher Education Commission of China.
The British Council The British Council offers different scholarship and facilitates students of underdeveloped countries in various fields. It offers merit and need base scholarships in the
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field of economics and marine sciences. LUAWMS is the only university in the region who offers degrees in Marine Sciences, so it strives hard to counsel the students and faculty members to avail such chances through hard work.
Pak-USAID Merit and Needs Based Scholarship Program LUAWMS, in collaboration with the United States Agency for International Development (USAID), has already been providing scholarships since 2011 to its students. The objective of this collaboration and scholarship program is to facilitate those students who are economically deprived and studying in various fields such as Agriculture, Education, Economics and Business Administration. The USAID is dedicated to contribute for the development and progress of the higher education; particularly it (USAID) plays a vital role in the fields of humanitarian support, agricultural sector, energy and economic development. LUAWMS-USAID Merit and Needs based Scholarship Program Phase-II are focused on providing opportunities for access to higher education especially to under privileged candidates who, despite possessing academic merit, are unable to finance their education. The scholarship is not restricted to tuition fee only, but extends to accommodation and living expenses.
HEC Need Based Scholarship Program These scholarships are available for such students who cannot afford to pay their tuition fee. The students of LUAWMS may qualify for these scholarships provided that they could clearly demonstrate their financial situation as per the requirement of the program and maintain their CGPA. Furthermore, Lasbela University is looking forward to sign MoU with the Chinese Higher Education Commission and different universities in China to provide scholarship to both faculty members and students under the umbrella of Chinese Scholarship Council. Besides this, the university is also planning to establish the Alumni Scholarship Program for its students in the near future with the help of its alumnae.
Table 46: Strategy Formulation With Regard To Revenue Generation Goals: 1. To established different types of business venues in the LUAWMS 2. To encourage the professional degree awarding departments of the university to launch part- time programs 3. To approach different national and international donor agencies for collaboration in various areas 4. To sign MoUs with Chinese Higher Education Commission 5. To start Alumni Scholarship Program Strategy Action Time Frame Responsibility 1. Opening of ORIC 05 Years ORIC with the consultation Business Venue of Registrar Branch in LUAWMS
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2. Increasing the Registrar with consultation 02-05 years Admission Branch/Registrar number of of Deans/HoDs Branch students by offering part time admission in various departments 3. Increasing Registrar/Deans/HoDs 05 years Deans/HoDs with collaboration collaboration and with national consultation of Registrar and international Branch donor agencies for generating revenue in mutually interested areas 4. MoU with Registrar Branch 02 years Registrar Chinese Higher Education 5. Launching Director Student Affairs 05 years Director Student Affairs Alumni with consultation of Scholarship Finance Department program for LUAWMS students
Table 47: Key Results Areas (KPA), Key Performance Indicators and Targets KRAs KPIs Targets Baseline Five Years Targets Establishing 06 different 05 2014-15 2015-16 2016-17 2017-18 2018-19 2019- business venue sites would be 20 in LUAWMS established in 01 01 01 01 01 01 for revenue University’s generation premises Launching of Three new 03 -- -- 01 01 01 01 part-time part-time programs in batches in professional various areas to departments increase the number of students and revenue To increase 30 30 -- 05 05 05 10 10 collaboration scholarships with to be acquired International / National donors for acquiring scholarships
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MoU with 03 meetings 03 - 02 01 ------Chinese with the Higher concerned Education body in China Commission Opening of an Alumni office 01 01 ------office for Alumni Scholarship programs
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Chapter 13: Marketing and Promotion (Branding) of Academic Excellence
13.1. Introduction Internationalization is an essential element of our strategy, synonymous with our world- class vision. Enhancing our international performance and standing will be an outcome of the way in which we are able to translate and apply the core activities of the University. With numerous alumni around the world, the University has a significant opportunity to benefit from the advice, assistance and financial support of its graduates. Our strategy seeks to realize this opportunity through investing in our alumni and development activities to embrace this resource. Our contact with alumni and involve them in the future direction of the University, with the expectation that they will wish to support academic excellence and the next generation of our students. We will sustain our success in an increasingly competitive and sophisticated market place, whilst developing new ways of increasing our global impact. Our internationalization activities will be underpinned by strategic partnerships, evolving through interdisciplinary research collaborations with partners who share our sense of ambition. In order to achieve this, we have developed three core objectives brand marketing and promotion of the academic excellence of the University is essential.
13.2: Partnership
LUAWMS has academic partnerships with several Universities across the globe focusing on different areas of collaboration including:
Exchange of Faculty and students; Exchange of research fellows; Joint research projects; Joint conferences and seminars; Joint curriculum development; Sharing / exchange of information & resources; Staff Development; Invitation to events and; Students’ visits.
The partnership agreements are in shape of generalized MoUs, incorporating above areas of collaboration, providing a platform to engage in joint academic activities. Faculty, Staff and Students of LUAWMS, interested in pursuing any academic activity with LUAWMS partner Universities, are encouraged to contact the International Office of LUAWMS.
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Moreover; the University is willing to develop a sound partnership with many universities and research institute around the world in general and in Pakistan in particular. More specifically the university aspires to establish partnership with regional universities and research institute and industry that are located in Balochistan and Karachi to launch join projects and programs.
13.3: Outreach To establish linkages with the detached part of the society, LUAWMS already organize different relief and rehabilitation programs during different natural calamity like, earthquake and flood. LUAWMS has also organized different training programs for local individuals who are associated with agriculture, poultry and livestock. Besides this, LUAWMS also offers different training programs in the field of Education for primary school teachers working under the government of Balochistan.
13.4: University/institute as a Center of Excellence for the Community of the World Over the years, LUAMWS has formed strong relationships with universities all over the world. Currently, the university has formal linkages with universities in the United States, United Kingdom, Germany, France, Austria, Japan, China and India, providing LUAWMS students the unique opportunity to study at a number of universities in these countries. Additionally, LUAWMS have keen interest to attract international students from Europe, Japan and China and looking to host from Europe, China, UK and the United States in both long- term and short-term.
13.5: External Relations and Communication LUAWMS always looking forward to established strong relations/linkages with all other counterparts, research institutions and international NGOs in order to meet future challenges and produce diverse students as per the requirement of the market. So, to avail such opportunity, LUAWMS has already signed MoUs with different international universities/organizations and looking forward to start cultural exchange programs in the coming five years.
13.6: Create a strong University’s/Institute’s Community LUAWMS always welcomes its students to come with productive ideas and share it with other counterparts, faculty members and administration. Therefore, to develop the mental horizon of the students the University administration/ faculty members are looking forward to establish different communities/societies at departmental and faculty levels.
13.7: Develop a Quality Mindset The quality enhancement cell (QEC) is headed by the Dean QEC who is reporting directly to the Vice Chancellor of the University. The Dean QEC is correspondent with the outside bodies and is responsible for Internal Academic Audit as well to establish an environment for a quality
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mindset. To develop a quality mind set for this purpose QEC is engaged with the following functions. Approval of new program Annual Monitoring and evaluation including program monitoring, Faculty monitoring, and student perceptions Departmental review Student feedback Employer feedback Quality assurance of Master's, M. Phil and PhD degree programs Subject review Institutional assessment Program specifications Table 48: Develop a Quality Mindset
Goals: 1. To improve the quality and reputation of the university through excellence of the faculty members and rise the quality and quantity of the students 2. To strengthen and improve the Quality Enhancement framework of the university Strategy Actions Time Frame Responsibility LUAWMS has taking a keen interest to enhance the QEC 5 years QEC and Controller quality of higher studies in the university by Examination establishing different assessments bodies.
Table 49: Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets
KRAs KPIs Targets Baseline Five Years Targets 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Establishment of Applying the Implementa Nil 1 1 1 1 1 Quality formulated tion of Enhancement cell. assessment Quality To develop a sheets through Enhanceme roadmap for QEC QEC in all nt framework stokeholds of the framework university A continuous 10 in 5years 02 in a year Nil 2 2 2 2 2 evaluation of the students, faculty members and all programs offered by LUAWMS.
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Chapter 14: Recommendations
Table 50: Lasbela University’s focus Areas, Strategies and Activities
Pillar Strategy Activity Pillar 1: Human Resource Strengthening 1.1 Increase the size and quality of regular faculty a. Create faculty positions as per requirement of student enrolment projection and strategically important academic areas b. Approve and advertise the special pay-scale c. Appoint regular faculty 1.2 Provide professional development opportunities a. Organize PD events b. Provide opportunity for MPhil/PhD studies at Lasbela University c. Establish linkages with peer organizations d. Launch faculty exchange program 1.3 Promote collaborative environment a. Encourage more courses that involve team teaching across departments or disciplines within them b. Assign task to team 1.4 Promote research activities a. Develop Research projects b. Launch research degrees programs c. Publish Lasbela University Research Journal Pillar 2: Financial sustainability and Self-Reliance 2.1 Increase student intake a. Increase number of academic departments at Lasbela University b. Launch new programs c. Introduce self-finance programs d. Introduce distance education programs (FM Radio) 2.2 Create endowment fund a. Develop and Seek approval of policy and SOPs for creation and use of endowment fund b. Identification of areas for utilization of endowment fund income c. Identify potential donors for endowment fund 2.3 Offer PD courses for in-service teachers a. Establish professional development centre (PDC) b. Explore market trends for professional development courses c. Develop and execute Marketing plan for promotion of PDC d. Develop pool of experts for delivering sessions at PDC 2.4 Provide Consultancy services a. Review expertise of existing faculty and staff b. Explore potential clients for the identified areas c. Negotiate and Sign Agreements with identified clients
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Pillar Strategy Activity d. Establish trained teacher database e. Establish placement centre 2.5 Develop saleable projects a. Develop capacity of faculty and staff on project proposal writing b. Develop mechanism to mobilize internal resources for the commercial projects c. Develop project proposals Pillar 3: Ensuring Quality 4.1 Attract quality and motivated students a. Provide merit scholarships b. Use innovative techniques for teaching and research c. Support alumni job placement 4.2 Implement self-assessment policies and procedures a. Adopt QEC Assessment policy b. Conduct training of faculty & staff on QEC self-assessment processes c. Appoint Internal Assessment Team d. Improve curriculum & its delivery by using QEC feedback 4.3 Student exchange programs a. Establish linkages with peer organizations b. Launch Split degree Programs c. Launch student exchange program 4.4 Make teaching learning material available a. Establish Lasbela University library b. Provide learning aids including e-sources c. Ensure use of learning aids 4.5 Develop and implement SOPs a. Review existing SOPs of LASBELA UNIVERSITY and peer institutions b. Develop SOPs for various functions c. Seek approval of competent authorities d. Ensure implementation of the developed SoPs e. Promote decentralization 4.6 Obtain membership of national and international accreditation bodies a. Seek accreditation from NACTEC b. Obtain certification QMS (ISO 9001: 2008) Pillar 4: Ensure public engagement 5.1 Enhance community ownership a. Conduct events for community engagement b. Initiate joint projects c. Develop an interactive, integrated and user-friendly web portal d. Develop rigorous, systematic evaluations of all outreach and extension programs 5.2 Offer programs for less privileged students a. Allocate quota to give opportunities to less privileged b. Introduce preparatory courses c. Provide need based scholarship 5.3 Ensure quality of instruction at affiliated colleges
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Pillar Strategy Activity a. Develop protocols for awarding affiliation b. Involve affiliated colleges’ faculty in various academic activities of Lasbela University c. Regular visit of affiliated colleges
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