1

Business Plan Template

[Guidelines]
1


1. Introduction

[Overview of University/Institutions main achievements & functions since its inception]

Vision:
[The vision statement of university/institution approved by the competent authority/forum]

Mission Statement:
[The mission statement of university/institution approved by the competent authority/forum]

Goals:
[The long-term and short-term goals set for the university/institution]

2. Governance and Ownership

2.1: Governing Authorities and their role

[Governing authorities including the Board of Governors, the Academic Council, Selection
board, Board of Studies etc., their composition and key functions/responsibilities]

2.2: Management Structure

[Organizational chart & elaboration of structure]

2.3: External relations and development

[A brief of universitys relations with concerned stakeholders including government ministries,
foreign & local universities, donors and community. A concise description of how these relations
contribute to the universitys development goals]

3. Environmental Scan

3.1: Education sector in Pakistan (Higher education perspective)

[An overview of national goals set by HEC, planning commission and other authorities especially
for the higher education sector, the gaps/challenges being faced by Pakistan, and how the
university contributes to & relates with the national goals by fully exploiting its unique facilities,
location and strengths]

3.2: Competitiveness of Universities/Institutes

[The capability of universities/institutes in Pakistan to remain highly valued and esteemed, how
the university adds in upholding this excellence, the challenges/aims to enhance competitiveness
in the desired future and the strategic efforts underway to meet these challenges.]

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[ ] Brackets are used to give a brief description of business plan components. Examples are given in red
color.

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3.3: Competitors; Public and Private Universities/Institutes

[The identification of universitys main competitors (public, private, national and international) in
particular fields of specialty and how the university envisions itself taking the lead among its
competitors.]

3.4 Application of SWOT Tool

[Identification of universitys main strengths, weaknesses, opportunities & threats.

For example

STRENGTHS

Adequate infrastructure for conducive learning environment
A successfully running faculty development program
.
.

WEAKNESSES

Insufficient academic promotion activities
Lack of coordination between different departments
Weak marketing strategy


OPPORTUNITIES

Innovative and state-of-the-art engineering programs
Outreach and talent hunt program
Consultancy in international funding
.

THREATS

Faculty Retention
Security Imperatives and Political condition
Politicized hiring
]

3.5 Universities/Institutes Assessment Tool

[The universitys tools/mechanism to measure performance, sustainability and accountability etc.
Assessment tool is important in operationalizing policy statements in given areas.]

4. Academic Program_____________________________________________

[The chapter can be started with a description of universitys current faculties and academic
programs on different levels ]

For example:

The university has following faculties and departments/research centers.



3
Sr. Faculty Department
1
Faculty of Arts and
Humanities
College of Art and Design
Center for South Asian Studies
Department of Archaeology
Department of English Language and Literature
2
Faculty of Behavioral
and Social Sciences
Department of Social Work
Department of Gender Studies
Institute of Social and Cultural Studies
3

4


At present, the university is offering following degree programs.

4-Year Bachelor Programs

1. BSc Chemical Engineering
2. BSc Electrical Engineering
3. BS Communication Studies
4. .

2-Year Master Programs

1. Master of Health Administration
2. Master of Human Resource Management (HRM)
3. Master of Information and Operational Management
4. .

MS/Mphil Programs

1. MPhil Applied Geology
2. MS Clinical Psychology
3. M.Com (3.5 years)
4. .

PhD Programs

1. PhD Solid State Physics
2. PhD South Asian Studies
3. PhD Special Education
4. .

4.1: The introduction of new programs and the expansion of existing one

[The universitys mechanism of introducing the new programs and developing the existing ones,
elaboration of how the university identifies and meets the demand of academic programs, and
plans for the improvement and introduction of academic programs over the next five years.]

The following new programs are planned for FY 2014-19.

Level FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19

4
BS
Programs
BS
(Environmental
Studies)
Computer
Systems
Engineering
- BS (Law &
Human
Rights)
-
BS (Social Policy
Analysis)
-


Master
Programs
.. Master of
Science in
Nanotechnology


Mphil
Programs

PhD
Programs

Specialized
Courses


4.2: Curriculum (Review of existing and new ones)

[The mechanism for reviewing/suggesting the curriculum changes & incorporating the HEC
guidelines in academic programs.]

4.3: Method of delivery

[The universitys approach of enabling the quality learning environment through enhancement
and improvement of teaching modes. Plans & policies for the provision of required
physical/ICT infrastructure]

4.4: Recognition and Certification

[The recognitions acquired by the university from accreditation councils such as HEC, PMDC,
PEC etc., certifications of quality, standards and excellence such as ISO 9000 etc., and the
certifications aspired by the university over the next five years]

4.5: Research

[The focus on research component in the academic programs being offered by the university and
how the university seeks to increase its emphasis on research in academic programs]

4.6: Partnership and Outreach

[The universitys policy to synthesize with the community for a mutually benefitting relationship.
This may include policies to orientate the academic programs with the needs of the
society/industry and enhance collaboration with community for academic excellence.]

4.7: Under Graduate Program

4.7.1: Strengthening the under graduate program

[The policy to strengthen the under-graduate programs in coming five years]

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4.7.2: Attracting quality under graduate students

[The guiding principles and policy to attract quality under graduate students that may include
such as improvement of entry test & interviews and other processes]

Strategy Formulation for Under-graduate Programs

[Please, articulate the goals, strategies, actions, KRAs and KPIs for the undergraduate programs.]

Example is given below .

Goals:
a) To provide outstanding undergraduate academic programs that further strengthen the
universitys performance, pre-eminence and efficiency.
b) To promote innovative methods and approaches in research & teaching
c) .
Strategy-1 Actions Time-Frame Responsibility
Consolidate
the existing
under graduate
Programs
Action 1 - Induct more PhD faculty
Action 2 - Expand infrastructure and lab
facilities
Action 3- Perpetual Curricula revision of all
BS degree programs
Action 4 -
2014-2019
(The progress
will be
reviewed on
annual basis)
Registrar,
Deans, Director
QEC
Strategy-2 Actions
Providing the
necessary
support
services to
students

Action 1 Identifying the student needs
through feedback and assessment after
every semester.
Action 2 Providing an effective interface
among students and administration for
effectively materializing the student
support services.
.
.
2014-2019
(The progress
will be
reviewed on
annual basis)
Registrar,
Deans, Director
QEC, Director
P&D
Strategy-3 Actions
.. Action 1 -
Action 2 -
..









6
Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Under Graduate Programs
KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
Strengthening the
existing
undergraduate
programs
Engaging the
number of
MPhil and
PhD faculty at
undergraduate
programs
156 72 90 112 130 142 156
Attracting the
quality
undergraduate
students
No. of
students
enrolled in
undergraduate
programs
32675 16563 21234 24105 27982 30124 32675
. .
. .

4.8: Post Graduate Programs

4.8.1: Strengthening the post graduate Programs

[The policy to strengthen the post-graduate programs in coming five years]

4.8.2: Attracting quality post graduate students

[The guiding principles and policy to attract quality post-graduate students]

Strategy Formulation for Post-graduate Programs

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:
Post-Graduate Programs
KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

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4.9: Doctoral Program

4.9.1: Strengthening the Doctoral Program

[The policy to strengthen the post-graduate programs in coming five years]

4.9.2 Attracting quality Doctoral Students

[The guiding principles/policy to attract quality post-graduate students]

Strategy Formulation for Doctoral Students

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Doctoral Students

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

5. Students

5.1: Academic nurseries (Schools and colleges)

[Identification of schools/colleges/sectors that provide the majority students for the university,
quality of these students and universitys policy to fulfill the shortfalls (if any)]

5.2: Academic discipline

[The universitys policies/plans to ensure discipline among students for maintaining a quality
academic work that may include plagiarism and cheating checks, enabling/helping the students
to produce quality work etc. An example can be found at
http://www.some.ox.ac.uk/cms/files/2.ACADEMIC_DISCIPLINE.pdf]






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5.3: International students

[The universitys policy to attract quality international students and the facilities being provided
by the university to them. The universitys plans to attract international students over the next
five years.]

5.4: Support services for students

[The provision of infrastructure, support and other facilities for students at present and in next
five years. The universitys procedure/commitment to bring continuous improvement and
collect feedback]

5.5: Projected statistics for the students

[The projection of number of students over the next five years and baseline data of last three
years]

Actual Projection

2011-
12
2012-
13
2013-
14
2014-
15
2015-
16
2016-
17
2017-
18
2018-
19
Total student
population

Graduate students
Faculty of
Sciences

Faculty of
Engineering

Faculty of
Arts

Faculty of
Social
Sciences

----
----
Post Graduate
students

Doctoral Students

International students


Strategy Formulation for Students

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility











9
Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:
Students

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

6. Research and Consultancy

[Importance of research & consultancy for the universitys future goals]

6.1: Inculcating the research and consultancy culture

[The universitys policy, prioritization and framework to nurture the research and consultancy
culture at present and over the next five years]

6.2: Revenue generated from research and consultancy

[The universitys plan/objectives to generate income from the research and consultancy at
present and over the next five years]

6.3: Management support for research and consultancy

[Technical, managerial and other support being provided by the university and how this support
can be made more useful in next five years]

Strategy Formulation for Research and Consultancy

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Research and Consultancy
KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

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7. International Academic Network

7.1: Strategic Linkages with the Universities/Institute of repute around the globe

[MoUs & linkages with the reputed universities around the world and the policy for expansion
& effective utilization of these linkages in the universitys development. The plans for enhancing
these strategic links over the next five years]

7.2: Academic program

[The academic programs launched/planned in connection with the globally renowned
universities such as dual degree programs and other courses at present. The plans for
enhancement over the next five years]

7.3: Students exchange program

[The universitys present collaborative arrangements with foreign universities for student
exchange programs and the plans for improvement over the next five years]

Strategy Formulation for International Academic Network

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

International Academic Network

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

8. Infrastructure and facilities

8.1: Planning for infrastructure and facilities

[The universitys mechanism for planning & development of required infrastructure & allied
facilities]


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8.1.1 to 8.1.6 [Details of existing and planned infrastructure for IT Labs, Laboratory &
workshops, academic facilities, library, recreational facilities, staff accommodation and other
support facilities up till 2019]

The details & projection of civil work may be included:

For Example:

Civil Work
Component
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
Academic
Facilities
7 Blocks
(5,234, 864
Sft)
7 Blocks
(5,234, 864
Sft)
8 Blocks
(7,445, 732
Sft)
10 Blocks
(8,374, 974 Sft)
10 Blocks
(8,374, 974 Sft)
13 Blocks
(11,654, 574
Sft)
Libraries
Recreational
Facilities

Hostels
.


8.2: Information and Communication Technology (ICT)/E-University

[The universitys existing policy and plan for expanding the ICT facilities over the next five years]

Strategy Formulation for Infrastructure and Facilities

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Infrastructure and Facilities

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .






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9. Human Resources

9.1 General Human Resource Policies

[Universitys broader policy approach and core values for human resource]

9.2 Recruitment and Retention Policies

[Universitys recruitment and retention policies at present, the mechanism to identify the
policy gaps and address them in coming five years]

9.3 Growth and Development (HRD)

[The universitys plan and programs for development of human resource through long
term and short term training programs at present and over the next five years]

9.4 Performance Management

[The universitys procedure for assessing and enhancing the performance of human
resource, how the university aspires to bring improvement in coming five years]

9.5 Remuneration and Benefits

[The university policy of offering remuneration and benefits]

9.6: Projection of Staff

[Estimation for required academic, PhD and admin staff over the next five years]

9.6.1: Projected number of academic staff

Actual Projection
2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19



9.6.2: Projected number of PhD holders

Actual Projection
2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19



9.6.3: Projected number of administrative staff

Actual Projection
2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19


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Strategy Formulation for Human Resource

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Human Resource

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

10. Finance

10.1: Background (Existing resources and financial position and plans)

[Brief of major funding sources e.g. Federal Govt., HEC, Provincial Govt., International
financing such as Islamic Development Bank/Asian Development Bank etc., own resources,
detail of expenditure and surplus/deficit for a particular period as well as future plans]

10.2: Sources of income

[Please, elaborate the sources of income as explained under each head. Also, include projection
for next five years.]

Sr. Source of Income 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
10.2.1
Student fee
(includes Tuition fee, Registration
fee, Admission fee, Examination
fee, Alumni Degree Issuance fee,
etc.)


10.2.2
Income from Investments
(Investment in the shape of TDRs,
Govt Securities, Bonds etc.)
Guidelines on investment of
working balance issued by the
Finance Division, GOP should be
followed.



14
10.2.3
Miscellaneous Income (Old
newspapers, wastage, any other
kind of income)


10.2.4
Income from strategic business
units (Income from Multipurpose
Halls, cafeterias, Canteens, Photo
stat shops, transport, Hostels,
publications, brochures,
prospectus etc.)


10.2.5
Income from subsidiary
companies/units if any (Income
from subsidiary companies and
affiliated collages)


10.2.6
Income from consultancies
(Consultancy services provided to
other organizations or general
public etc)


10.2.7
Income from research by
increasing scale of research and
programme-based funding
(Income from research initiatives
in local and international market )


10.2.8
Donation from Government
(Donation from any organization,
authority, Association or
individuals)


10.2.9
Tapping other sources (Any
other source of income)



10.3: Financial Sustainability

[Please mention the system of maintaining accounts (single or double entry book keeping) being
followed by the university]

Trial Balance

[It is a statement which is prepared at the end of a financial year. It is prepared from the closing
balance of all G.L accounts. It comprises two sides e.g. Debit and credit. Both sides should be
equal. Reconciliation of trial balance is evidence that the books of accounts are free from
arithmetical errors. (See Annex-B)]

10.3.1: Income and Expenditure Statement

[It is a statement which is prepared after a certain period e.g. Six months or Annual basis. It
consists of two part (i) Income of the organization for a particular period and (ii) Expenditure
for the said/matching period). (See Annex-C)]

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10.3.2 Balance Sheet

[It is a statement which is prepared on a certain date normally after six months or a year. It
consists of two sides e.g.:

a). Assets
b). Liabilities

It provides a true picture of financial position of an organization on a particular date. The assets
and liability sides are sub divided as follows:

Assets:
[Fixed assets, (land & buildings etc.) tangible assets, intangible assets, Good will, Trade Marks,
Patents, accounts receivables, prepaid expenses, advances, investments and Cash and bank
balance etc.]

Liabilities:
[Un-released grants, reserve funds (if any), surplus funds, accounts payables, securities of
vendors, earnest money of vendors, any other payable etc.]

[See Annex-D]

10.3.3 Cash flow statement

[See Annex-E]


10.3.4 Maintaining financial bed

[How the university maintains and plans to increase reserves to meet the unprecedented financial
crunch in future]

10.3.5 Long term investment

[The universitys process and objectives of making long term investments]

10.3.6 Adopting and maintaining Entrepreneurizing culture

[The universitys commitment, policy and goals for embracing entrepreneurizing culture over the
next five years]

Strategy Formulation for Financial Sustainability

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility










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Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Financial Sustainability

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

10.4: Entrepreneurial thrive

10.4.1: Adoption of business plan for the university/institute to commercialize its
products

[How the university will implement & achieve the set targets for commercialization of products,
the policy of robust entrepreneurship, the function/mandate of relevant offices, and the process
to review/reorient targets on periodical basis]

10.4.2: Universitys programs, products and facilities can be franchised and marketed
both locally and internationally

[The universitys plans/goals to franchise program, products and facilities both locally and
internationally]

10.4.3: Outcome of research can be commercialized

[The universitys plan/policy to commercialize the industry products, business incubation and
increase its market acceptability in next five years]

10.4.4: Separating management of non-core activities from the university through smart
partnerships with subsidiaries or outside parties

[The universitys current and future programs for separating management of non-core activities]

Strategy Formulation for Entrepreneurial thrive

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:



17
Entrepreneurial thrive

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

10.5: Resource allocation and administrative efficiency

[The universitys mechanism to allocate resources to all units with a solid framework
comprising output/outcome indicators to measure the efficiency. The efficiency must be greater
than the input. Plans, policies and procedure to increase the administrative efficiency]

Strategy Formulation for Resource allocation and administrative efficiency

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:
Resource allocation and administrative efficiency

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

11. Networking

11.1: Government Agencies

11.1.1 to 11.1.5 [The details of universitys mutual cooperation with government agencies
including HEC, provincial ministrys relevant department, Finance and economic affairs division,
and local authorities. How the university seeks to strengthen the cooperation with each of these
government agencies over the next five years and utilize these networks for the development of
university.]





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11.2: Industry

[The universitys networking with industry and plans for enhancing, developing & exploiting
these ties]

11.3: Alumni

[The universitys network for alumni, facilities & cooperation extended to them and plans for
future enhancement.]

11.4: Community

[The universitys framework for creating and developing mutual cooperation with community
and the plans to develop it over the next five years]

Strategy Formulation for Networking

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Networking

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

12. Linkages with National and International Donors

12.1: Generating revenue

[The universitys links with national and international donors for activities that could generate
revenue such as mutually executed projects and any other options etc.]

12.2: Student Scholarships

[The universitys programs/projects with donors for generating scholarships such as Erasmus
Mundus projects, AusAid, DFID etc]



19
Strategy Formulation for Development of Linkages

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Linkages with National and International Donors

KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

13. Marketing and Promotion (Branding) of Academic Excellence

13.1: Partnership

[The universitys cooperation with different bodies including foreign universities, boards,
international forums etc., for promoting academics by initiatives such as teacher exchange
programs, organizing joint conferences with international organizations UNESCO etc, joint
research projects with civil society organizations etc. How the university plans to promote its
availability and will of developing such relationships over the next five years.]

13.2: Outreach

[The universitys policy and plans to promote and market its initiatives for providing
representation to less fortunate segments of society and enabling a mutually benefitting
relationship]

13.3: University/institute as a center of excellence for the community of the world

[The gradual development of universitys outlook as a globally distinguished institution that
aspires & holds important academic achievements]

13.4: External relations and communication

[The universitys policy and plan to promote external relations and build effective
communication with them over the next five years]




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13.5: Create a robust Universitys/Institutes Community

[The plans/policies to promote inter-departmental cooperation, student-admin relation &
coordination among different parts of university for a creating a vibrant, dynamic and healthy
community]

13.6: Develop a quality mindset

[Promote and manifest an approach of quality in the universitys goal to establish a dynamic
learning environment. Promotion and encouragement of activities such as debating society,
lectures from distinguished and successful people from all walks of life, literary activities and
festivals, and any other activities/policies that can nurture/enhance a quality mindset in the
academic environment of university]

Strategy Formulation for Marketing and Promotion (Branding) of Academic Excellence

Goals:
a) .
b) .
Strategy-1 Actions Time Frame Responsibility









Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:

Marketing and Promotion (Branding) of Academic Excellence


KRAs KPIs Target
Baseline Five Years Targets
FY
2013-14
FY
2014-15
FY
2015-16
FY
2016-17
FY
2017-18
FY
2018-19
. .
. .

Recommendations

[Recommendations for higher education sector in general by the university so that the
universitys strategic efforts & plan to achieve national goals may be complemented/enhanced by
other stakeholders]








21
Annexures

Annex-A
Situation Analysis Tool

[The evaluation of universitys core issues at present and the desired future scenario. The university may
utilize the key strengths and opportunities identified in section 3.4 to address these issues. Some
examples are given

Situation Analysis Tool
Present Situation Prospective Situation
Academic Program
Weaker output by the faculty of arts
and social sciences in last 3 years.
.
Increased productivity of social sciences department
by introduction of advanced research programs in
emerging social science fields such as development
studies, social policy analysis and cultural studies.
..
Students
Polarization among students in line
with their ethnic and economic
backgrounds.

Enhanced interaction among students for healthy
environment through promotion of co-curricular
and extra-curricular activities.
..
Research and Consultancy
Lack of proposal writing skills
among staff members to attract
consultancy projects.
Launch of regular training programs for faculty and
staff members on proposal writing.
..
International Academic Linkages



Infrastructure & Facilities

Human Resources

Finance

Networking

Linkages with Donors

Marketing and Promotion

Entrepreneurial Thrive


22
Annex-B
FOR THE YEAR ENDED 2012-2013

S.NO. PARTICULARS L.F
1 Exp. Basic pay to officers
2 Exp. Basic pay to staff
3
4
5
6
7
8
9
10
11
12
13



TOTAL



























23
Annex-C







INCOME & EXPENDITURE ACCOUNT
FOR THE YEAR ENDING JUNE 30, 2013

NOTE
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
Rupees Rupees Rupees Rupees Rupees Rupees Rupees
INCOME
Grant in Aid
Income from fee
Interest Income
Miscellaneous income
Total Income



EXPENDITURE
Establishment
Purchase of durable
goods
Repair & Maintenance
Transportation
Communication
Utilities
Rent and royalties
Newspapers and
periodicals
Pension
Gratuity
Printing and stationery
Entertainment and gifts
Ground Rent
Uniform and Liveries
Other Expenditures
Total
Carried to Fund Account

The annexed notes form an integral part of
these accounts.


24
Annex-D

BALANCE SHEET

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19

NOTE
NO.
Rupees Rupees Rupees Rupees Rupees Rupees Rupees
PROPERTY AND ASSETS



FIXED ASSTETS-at Cost

Work in progress-Building



CURRENT ASSETS

Advances and Deposits

Prepayments and Receivable

Cash and Bank Balances





FUNDS AND LIABILITIES



FUNDS

Fixed Assets Fund

Fund Account

Employees' Advances Fund



RESERVE FUND



GRANTS (ACCUMULATED BALANCE)

Sports

Provincial Universities

Projects

Universities/Institutes/Centers
(Development)


Universities/Institutes/Centers
(Recurring)






CURRENT LIABILITIES

Other liabilities







The annexed notes form an integral part of these accounts.





25
Annex-E


Statement of Cash Flows University [Name] 2012-13

Cash flows from operating activities
Cash received from customers
Cash paid for merchandise
Cash paid for wages and other operating expenses
Cash paid for interest
Cash paid for taxes
Other
Net cash provided (used) by operating activities

Cash flows from investing activities
Cash received from sale of capital assets (plant and equipment, etc.)
Cash received from disposition of business
segments

Cash received from collection of notes receivable
Cash paid for purchase of capital assets
Cash paid to acquire businesses
Other
Net cash provided (used) by investing activities

Cash flows from financing activities
Cash received from issuing stock
Cash received from long-term
borrowings

Cash paid to repurchase stock
Cash paid to retire long-term debt
Cash paid for dividends
Other
Net cash provided (used) in financing activities
Increase (decrease) in cash during the period
Cash balance at the beginning of the period
Cash balance at the end of the period




26
Annex-F
Resource Allocation

KRAs Activities
Amount (In Million)
2013-
14
2014-
15
2015-
16
2016-
17
2017-
18
2018-19 Total
Academic Programs
Introduction of New
programs & Expansion
of Existing of Programs

Curriculum (Review of
existing and new ones)

Method of Delivery

Partnership & Outreach


Students
Targeting Academic
Nurseries

International Students

Support Services/
Recreational Facilities


Undergraduate
Program
Strength the
Undergraduate Program

Attracting Quality
Undergraduate students


Postgraduate,
Doctoral Program
Expanding and
Strengthening the
Postgraduate Program

Attracting Quality
Postgraduate & Doctoral
students (


Research &
Consultancy
Inculcating the Research
and Consultancy Culture
(Establishing Incubation
Centers and Technology
Parks)

Management Support for
Research and
Consultancy


International
Academic Network
Strategic Linkages with
the Universities /
Institute of repute
around the globe

Academic Program (on
the assumption that
infrastructure is in place)

Students Exchange
Program



Infrastructure &
Facilities
IT Labs

Laboratory and
Workshops

Academic Facilities


27
(Lecture Rooms/ Theatre
/ Hall)
Library

Family Accommodation
& Support services

Information &
Communication
Technology (ICT)


Networking
Government Agencies

Industry

Alumni

Community


Linkages with
National &
International Donor
Generating Revenues
Students Scholarships

Marketing &
Promotion of
academic Excellence
Partnership

External Relations and
communication

Create a strong
University Community

Develop a quality
Mindset