The issues and challenges in Higher Education Sector in IndiaDhanuraj D
The paper discusses the role of HRD ministry, UGC and other state legislations influencing Higher Education Scenario in India. The paper also discusses the role of Private Universities in India
The higher education market in India accounts for a substantial share of the total education in India. This segment is estimated to be worth INR 6.5 bn and is expected to be growing at 12% per annum. This space has seen large scale public and private participation. The government has undertaken various initiatives towards developing the market. The growth in the student population is fuelling growth in this sector.
The report begins with an introduction to the higher education industry covering the various regulatory bodies and councils that exist in this space including their functions with respect to specific courses. The overview section indicates the market size and growth of the higher education sector and institutions in this space as well as information regarding market segmentation. The intake of students across India for various courses has also been mentioned. The current scenario in India has been discussed covering the fundamental shortcomings in the market, low gross enrolment ratio, low public spending, not-for-profit mandate of the government and the approach adopted by private players, lack of co-operation between public and private sector and lack of large players in the market.
The key initiatives of the government identified include the introduction of National Commission for Higher Education and Research (NCHER), Foreign Educational Institutions Bill of 2007, provisions for higher education under the 11th Five Year Plan and passing of the Right of Children to Free and Compulsory Education Bill. An analysis of the drivers explains growth factors such as growing middle class with the ability to afford a private education, India’s demographic advantages, poor perception towards alternative education streams, growing private players due to large demand-supply gap and expenditure on foreign education.
The competition section highlights the major private players including their business focus and expansion plans.
The issues and challenges in Higher Education Sector in IndiaDhanuraj D
The paper discusses the role of HRD ministry, UGC and other state legislations influencing Higher Education Scenario in India. The paper also discusses the role of Private Universities in India
The higher education market in India accounts for a substantial share of the total education in India. This segment is estimated to be worth INR 6.5 bn and is expected to be growing at 12% per annum. This space has seen large scale public and private participation. The government has undertaken various initiatives towards developing the market. The growth in the student population is fuelling growth in this sector.
The report begins with an introduction to the higher education industry covering the various regulatory bodies and councils that exist in this space including their functions with respect to specific courses. The overview section indicates the market size and growth of the higher education sector and institutions in this space as well as information regarding market segmentation. The intake of students across India for various courses has also been mentioned. The current scenario in India has been discussed covering the fundamental shortcomings in the market, low gross enrolment ratio, low public spending, not-for-profit mandate of the government and the approach adopted by private players, lack of co-operation between public and private sector and lack of large players in the market.
The key initiatives of the government identified include the introduction of National Commission for Higher Education and Research (NCHER), Foreign Educational Institutions Bill of 2007, provisions for higher education under the 11th Five Year Plan and passing of the Right of Children to Free and Compulsory Education Bill. An analysis of the drivers explains growth factors such as growing middle class with the ability to afford a private education, India’s demographic advantages, poor perception towards alternative education streams, growing private players due to large demand-supply gap and expenditure on foreign education.
The competition section highlights the major private players including their business focus and expansion plans.
This paper was released by Devesh Kapur, University of Pennsylvania and Pratap Bhanu Mehta, Centre for Policy Research.
This paper analyzes two interrelated facets of Higher Education policy in India: the key distortions in higher education policies and what explains them. It first sets the stage by laying out the principal conceptual issues that need to be considered when thinking about an appropriate policy framework for higher education in India. It then examines three key distortions in Indian higher education with regards to markets, the state and civil society (philanthropy). The next part of the paper examines the political economy of Indian higher (tertiary) education and seeks to explain the ideological and political underpinnings of these distortions and how they work in practice. We conclude with some indicative some policy directions for Indian higher education. The purpose of this exercise is not to make detailed policy recommendations, but rather to flag the kinds of issues that ought to be addressed.
The key argument of this section of the paper is twofold. The first is that higher education in India is being de facto privatized on a massive scale.2 But this privatization is not a result of changing preferences of the key actors—the state, the judiciary or India’s propertied classes. Rather, this privatization has resulted from a breakdown of the state system. As a result, it is a form of privatization in which ideological and institutional underpinnings remain very weak. Instead of being part of a comprehensive program of education reform, much of the private initiative remains hostage to the discretionary actions of the state. Consequently, the education system remains suspended between over-regulation by the state on the one hand, and a discretionary privatization that is unable to mobilize private capital in productive ways. Any policy intervention, if it is to succeed will have to change this political economy equilibrium. However, vicious circles of interest will impede reform, whether of public or private institutions. We focus on the political economy not just because it explains the current regulatory regime. This political economy also explains why even conceptualization of issues in Higher Education is likely to remain distorted for some time.
Pakistan Education System & RecommendationS.M.Ali Raza
Analysis Federal & Provincial Education budgets & their targets & Recommendation
It was my 2nd project as a student of BSc(hons)
Prepared by me: S.M.Ali Raza Naqvi
Research work for scenario of voccational training in india educompalpana96
I did an Intensive research on Vocational education market in idia An approach note on the understanding of the vocational education market, competition, gaps, and opportunities.
- One Big idea which is transformational and is disruptive.
- A lot of our work will be below the line, so a note on abilities in that area will help.
- Media strategy- so a note/pitch on the media buying partner will be required. You can also bring them in for the pitch.
This report analyses the current regulatory framework of higher education in India and highlights areas that require important policy reforms in order to encourage greater private participation. This participation would eventually lead to a more competitive environment in the higher education sector and foster growth, which is needed to achieve the target of 10% increase in Gross Enrolment Ratio (GER) set by the 12th Five Year Plan (FYP).
Paper presentation made by Maddali Laxmi Swetha, MBA (HR)
Maddali Swetha Blog - http://maddaliswetha.blogspot.com/ https://in.linkedin.com/in/maddali-swetha-a0a424a6
https://twitter.com/maddali_swetha
E-Mail ID: maddali_swetha@yahoo.com
Thank You
This paper was released by Devesh Kapur, University of Pennsylvania and Pratap Bhanu Mehta, Centre for Policy Research.
This paper analyzes two interrelated facets of Higher Education policy in India: the key distortions in higher education policies and what explains them. It first sets the stage by laying out the principal conceptual issues that need to be considered when thinking about an appropriate policy framework for higher education in India. It then examines three key distortions in Indian higher education with regards to markets, the state and civil society (philanthropy). The next part of the paper examines the political economy of Indian higher (tertiary) education and seeks to explain the ideological and political underpinnings of these distortions and how they work in practice. We conclude with some indicative some policy directions for Indian higher education. The purpose of this exercise is not to make detailed policy recommendations, but rather to flag the kinds of issues that ought to be addressed.
The key argument of this section of the paper is twofold. The first is that higher education in India is being de facto privatized on a massive scale.2 But this privatization is not a result of changing preferences of the key actors—the state, the judiciary or India’s propertied classes. Rather, this privatization has resulted from a breakdown of the state system. As a result, it is a form of privatization in which ideological and institutional underpinnings remain very weak. Instead of being part of a comprehensive program of education reform, much of the private initiative remains hostage to the discretionary actions of the state. Consequently, the education system remains suspended between over-regulation by the state on the one hand, and a discretionary privatization that is unable to mobilize private capital in productive ways. Any policy intervention, if it is to succeed will have to change this political economy equilibrium. However, vicious circles of interest will impede reform, whether of public or private institutions. We focus on the political economy not just because it explains the current regulatory regime. This political economy also explains why even conceptualization of issues in Higher Education is likely to remain distorted for some time.
Pakistan Education System & RecommendationS.M.Ali Raza
Analysis Federal & Provincial Education budgets & their targets & Recommendation
It was my 2nd project as a student of BSc(hons)
Prepared by me: S.M.Ali Raza Naqvi
Research work for scenario of voccational training in india educompalpana96
I did an Intensive research on Vocational education market in idia An approach note on the understanding of the vocational education market, competition, gaps, and opportunities.
- One Big idea which is transformational and is disruptive.
- A lot of our work will be below the line, so a note on abilities in that area will help.
- Media strategy- so a note/pitch on the media buying partner will be required. You can also bring them in for the pitch.
This report analyses the current regulatory framework of higher education in India and highlights areas that require important policy reforms in order to encourage greater private participation. This participation would eventually lead to a more competitive environment in the higher education sector and foster growth, which is needed to achieve the target of 10% increase in Gross Enrolment Ratio (GER) set by the 12th Five Year Plan (FYP).
Paper presentation made by Maddali Laxmi Swetha, MBA (HR)
Maddali Swetha Blog - http://maddaliswetha.blogspot.com/ https://in.linkedin.com/in/maddali-swetha-a0a424a6
https://twitter.com/maddali_swetha
E-Mail ID: maddali_swetha@yahoo.com
Thank You
Tecnologias interativas metod_aprendizagem_v_printLaura Gris Mota
Apresentação para o 7º Congresso Brasileiro de Telemedicina e Telessaúde (http://www.telessaude.uerj.br/cbtms2015/)
Conferência proferida pelo Dr. Luiz Carlos Galvão Lobo dia 29/10/15 - Tecnologias Interativas e Metodologias Ativas para Educação em Saúde
Design by DesignSomething - Edição Laura Gris
Leitura, Tecnologias e Liberdade - Coimbra, 25 de janeiro de 2014Teresa Pombo
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How an international "strategic academic collaboration" with known overseas Universities/institutions and local Universities in India can further bilateral relations in research, trade and investment.
Education is not only the past and present of the society; it plays a major role in structuring the future of the society.
With this in mind, we introduce our latest edition on “India’s 10 Best Universities for 2018”.
For more details, visit: https://theknowledgereview.com/indias-10-best-universities-2018-july2018
Collaboration on higher education programs between Thailand and Indonesia enh...myhans007
Collaboration on higher education programs between Thailand and Indonesia enhances academic exchange, cultural understanding, and research cooperation. This partnership fosters mutual benefits, including student mobility, joint research projects, and faculty exchanges, enriching educational opportunities and promoting regional collaboration in the ASEAN community.
About MIT ACSC - Institute of Arts, Commerce and ScienceDnyaneshwar Chaure
MIT ACSC, Institute of Arts, Commerce and Science offers a range of lucrative Undergraduate and Postgraduate Programs. Education Excellence Award for the best Placements amongst Educational Institutions in Pune, Maharashtra.
To know more details you can visit here:
https://www.mitacsc.ac.in/pageinfo.php?cid=2&scid=192
AIEA 2011 Presentation: International Education in AustraliaAEINorthAmerica
The success of the last 25 years of active international engagement by Australian education institutions has brought international education to the forefront of the thinking not only of the institutions, but also governments, media and the Australian community generally. This presentation focuses on the educational, public policy and community aspects of Australian international education.
University of Malta Strategic Plan 2020-2025BrendaVella
As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come.
The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on 30 May 2019 and by the Council on 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, the contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners.
During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys.
The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan.
Main Editor:
Professor Tanya Sammut-Bonnici
Pro-Rector Strategic Planning and Enterprise
University of MALTA
Main Editor:
Professor Tanya Sammut-Bonnici
Pro Rector Strategic Planning and Enterprise
University of MALTA
As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come.
The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on the 30 May 2019 and by the Council on the 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners.
During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys.
The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan.
Road map to better international education in AustraliaAdrian Soh
Alexandria Agenda believes that there is a better way to engage with stakeholders involved in international education to build better outcomes for them all. Please read about our road map for international education.
A road map to further Internationalization of Higher Education in the UAE by incorporating the arabic culture so as to become an Education Hub in the GCC region..
"Create and Consume value" - BaaP - Developers can extend platform functionality using APIs, while the platform itself manages data exchange and oversees authentication, as well as ensuring compliance.
International Marketing/Business Potential
An overview of India as it stands today and a snap shot of the "areas" of business potential that exists. Not here to promote “Brand India”. As a Case Study material - India would be a good example now for global MBA students in International Marketing. Venture Capitalists or the Crowd funding people can use this as initial information on the present day India.
Non Performing Assets in Banks - Causes and Management - with a check list for Bank Branch Managers/Lending/Credit Managers/Audit Managers/Special Accounts Department Managers
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
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Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2. USA earns approx. $ 27 Billion
(annually through International Students - tuitions & living
exp.)
UK : …… 8.5 billion Pounds
Ireland : 900 million Euros
Australia : 19.1 billion Aus. Dollars
New Zealand : 2.3 billion NZ dollars
Canada: 5.5 billion Canadian Dollars
INDIA ………???? Are we losers ? (estimated 0.2 US $ billion)
*Students from India contribute approximately (outward
mobility) US$ 8 billion annually.
2
3. Mr. N. Ramesh Kumar holds two Master’s degrees in Industrial Economics
from Brussels University, Brussels, Belgium and in Business Administration
from Boston University, Boston, US. He is well versed in French language.
He has spent almost 3 decades overseas. He is a career International
Banker with over 30 years of solid work experience gained in well known
International Banks in such countries as Greece, Belgium, Egypt, Dubai,
Muscat, Riyadh and India.
A widely traveled person across various continents and with a deep
interest in academics and students mobility and education tourism
aspects and consulting. His forte is franchise promotion. He is currently
the Advisor – Overseas Centre for Foreign Students (OCFS) at the
Karnataka State Higher Education Council – KSHEC (Department of Higher
Education), Bangalore. The Mission of OCFS is for Internationalization of
Higher Education in Karnataka and to promote Karnataka globally as an
attractive Centre for Higher Education.
3
4. Karnataka has 52 universities, out of which 25 State Universities, 1 Central
University, 14 Deemed Universities, and 12 Private Universities (approved by
Government of Karnataka).
The state boasts of national-level institutions in almost every discipline such as
health, management, science and technology, law, social science, education,
linguistics as well as an IIM, IISc, IIIT, TIFR, National Law School, NIMHANS, ISEC,
RIE Mysore, Regional Institute of English and many more.
There are over 480 degree colleges affiliated to any of the state universities. There
are 207 engineering colleges, 61 medical colleges, 48 dental colleges, 280
management institutions as well as Polytechnics, Pharmacy, Yoga, Fashion Designs,
Homeopathy colleges and over 60 international schools.
4
5. Globalization and technological change processes that have accelerated in
tandem over the past fifteen years. This has created a new global
economy “powered by technology, fueled by information and driven by
knowledge.
Today, active level of work is being directed by the Department of Higher
Education to enhancing of ICT use in State Universities so as to provide
the full spectrum of support in such areas as automation of administrative
aspects, streamlining of both admissions and examinations process, e-
content, e-learning, HRMS, etc. All these to ensure necessary governance,
transparency and a streamlined approach.
5
6. It is well known that today Information and Communication
technologies (ICTs) have become powerful enabling tools for
educational change and reform.
ICT is assisting the sphere of Higher education to provide
wide coverage and access, strengthen the relevance of
education to the increasingly digital workplace, and raise
educational quality, among others and helping to make
teaching and learning into an engaging and active process
connected to real life.
6
7. We had recently organised a workshop on internationalization of
higher education in Karnataka as part of our Overseas centre for
Foreign Students (OCFS) under the Karnataka State Higher Education
Council (KSHEC).
The theme of the workshop was to examine capacity building for
Global Learning through shared commitment of the higher education
sector to encourage peer to peer research and encourage innovation.
The workshop also explored opportunities for our universities in study,
joint research/avenues, network services, exploring strategic academic
alliances with overseas universities.
It addressed such issues as the institutional developments to maximize
learning, improved course delivery methods, pedagogy application
oriented curriculum designs.
7
9. Today we have 13,900 foreign students
studying in Karnataka. This is split up as
follows:
Universities and affiliated Colleges: 9,000
Private Institutions: 5,000
Total Number of foreign students in India is
38,500
Share of Karnataka: 36%
Karnataka has the maximum share
percentage of foreign students.
9
10. 1) Student Mobility: We would like to invite students from you country to study
in our Universities. Your student can come for formal degree courses or short term
certificate courses. Your Governments can constitute Scholarships for deserving
students.
2) Visa and arrival: We are working towards streamlining the Visa and arrival
process for foreign students. Each of our University has a Nodal Officer and an
International centre in their campus. The Nodal Officer will take the responsibility
to ensure that the foreign students is settled well and all paper work and
documentation is in place including international student card, insurance, and
hostel/housing facilities.
3) Vocational Education: We are keen to provide Vocational Education in
collaboration with businesses and industry. We want to assist both Indian and
foreign students through this and eventually make them ready for the job market.
This aids mobility of students both ways as well.
10
11. Art and Design - arts and healthcare, contemporary crafts, ceramics and
textiles, Asian arts,
Health – genetics, cell & molecular biology, ageing, musculoskeletal
rehabilitation, microbiology,
Education - education policy and practice, Education of Children and Young
People,
Creative writing & poetry, literary criticism & English language.
Sociology and Social Policy - Gender & Sexuality, Critical Disability Studies,
Urban Geography
Aviation, Transport & the Environment.
Sensing & Imaging.
Electrochemistry, graphene and carbon nanotubes
Computer Science - healthcare technology, computational fluid dynamics
Enterprise – international business, place management, policy modeling
Mechanical Engineering, Biomedical Engineering
11
12. Concept:
The objective of a typical CoE will be to act as a channel for all Universities in
Karnataka. They will have multiple products delivered through it. CoE will focus on
improving the standards of higher education in Karnataka by sharing of best
practices, faculty movement, joint research opportunities. Joint meetings,
receiving of faculty and delegation from Overseas, exploring new areas of strategic
academic collaboration, finding new partners, investments for joint research
undertaking, etc.
As a first stage, Our Universities would join hands with an Overseas University to
select specific topics/areas of interest and develop necessary course curriculum
(suitable to our environment).
We are also looking at areas as advancement in Logistics and Supply Chain
Management (new developments), Sports Science, SME development activities.
Once a curriculum is developed, these courses could be accessible to all
Universities in Karnataka.
12
13. The conventional one focuses more on student mobility and to some extent faculty
mobility as a strategy.
Under the modern one, business models are formulated that includes not only student
and faculty mobility, but also institutional mobility and programme mobility – all with a
primary view to make knowledge sharing and economic gains, enrichment of quality in
teaching, research and intellectual environment in our Universities that result in better
knowledge production and dissemination.
We would like to go selectively and approach by identifying a few high quality select
institutions abroad and invite them to come to India, to share teaching and research
with Indian students and faculty.
Also, such institutions will be provided a conductive atmosphere for these institutions
to set up joint venture academic alliances, joint degree programs.
Our Universities will be provided additional required support in this regard, to facilitate,
inter alia, student and faculty exchanges with the Overseas Joint partner University.
13
14. There are many avenues of Cooperation in the Higher
Education space with overseas Universities and
institutions.
OCFS is ready to receive Academic delegation from
Overseas Minister of Higher Education and work out
specific action plans for bilateral cooperation in higher
education in Karnataka.
Thank you all.
14