To meet the relevant and required tertiary level knowledge aspirations and associated employment needs of the State and to strive to attain global levels of excellence in teaching and research.
Goa University has a small size compared to many other Universities in India. Thus, it has an inherently low inertia and a large scope for rapid change. It is set in a cultural ambience which is simultaneously pluralistic, tolerant and peaceful. Thus students are receptive to academic change involving innovation.
Moreover, members of faculty of Goa University have been drawn from well-known Institutes for their scholarship, giving it a uniquely broad academic outlook. This helps Goa University in achieving higher levels of academic goals and in collaborating with
National and International institutions, and creating competent human resource that can fit in and function effectively anywhere in the globalized world.
At the same time, the University has to use its potential for flexibility to respond rapidly to the aspirations of the citizens of the region for better employability, enhanced human capital and creation of useful and local knowledge resources. The all round development of its students through a value-based system coupled with contemporary knowledge and specialized skills shall form the basic framework of this vision.
Since inception the University has been regularly updating the syllabi both at Post Graduate and Under Graduate levels so as to bring them in consonance with recent advancements in respective disciplines in order to constantly up-grade its ranking nationally and internationally. The introduction of Choice Based Credit System (CBCS) on the campus has provided ample opportunity for students to diversify their intake of knowledge and attain greater employability and entrepreneurship.
To achieve these goals:
a) The Faculty will be encouraged to float new programmes/courses which are socially relevant, interdisciplinary and employment oriented;
b) In addition to the basic foundational-level knowledge which makes the students versatile, the University system both at Post Graduate as well as Under Graduate levels will need to impart the requisite skill set and practical exposure through hands-on experience, live projects, assignments and limited-term internships in appropriate companies and organizations ;
c) An appropriate mechanism will be installed to periodically study the emergent trends in the industrial sector as also in socio-economic development nationally, internationally and in the region, evolving career options and emerging employment opportunities. Representation from appropriate sections of society as also local Industry/GCCI in academic bodies is desirable in curriculum development. The outcome of such studies will form the bases for the Board of Studies concerned to update existing programmes/courses and to formulate suitable new programmes / courses; and,
d) Annual review of the success and impact of these programmes will be held through quality assessments and Academic audits.
2. INTEGRATED PROGRAMS
In deference to the emphasis laid on integrated programmes by UGC, University shall start integrated programmes from undergraduate level onwards. This early entry of the students into the University campus would permit diversification as well as specialization across the disciplines with regard to teaching and research programmes. Since integrated programmes are better conducted as residential programmes, the present residential facilities on the campus will need to be enhanced and most programmes be made residential. This will ensure enhanced student interactions, student-faculty interactions, flexible timings, a wider exposure to research environment, optimal use of academic and allied resources and other such benefits.
3. QUALITY OF INSTRUCTIONS
Goa University has recently introduced the Choice-based Credit System for on-campus programmes with total internal evaluation, continuous internal assessment methods in affiliated colleges, well-defined criteria of evaluation, effective grievance redressal mechanism, annual academic audit and an e-learning platform.
To further improve the quality of instructions, teaching should be made learner-centric, providing equal weightage for teaching and research while making room for innovation in teaching. Additionally, students should imbibe components of a value education and ethical practices from their teachers. Assessment of teachers and courses through student feedback mechanisms at both college and university levels should form a necessary and integral part of quality assurance.
4. DIVERSITY IN THE CLASS-ROOM
Considering the advantages of cosmopolitan atmosphere and diversity in the class-room, the university would need to further open up the avenues for admission to various courses to students from other regions of the country as well as international students.
In order to achieve such objectives, more hostels catering to requirements of national and international students will be established.
A special Cell dedicated to coordination and facilitation of such categories of students will be set up.
A. SOCIALLY RELEVANT
The University will, through a Cell for Socially Relevant Research, conduct regular surveys among various entities such as local governance bodies, social workers, farmers, business representatives, NGOs, migrant work force and members of the general public to determine the kind of problems and areas that require investigation pertinent to the State.
Following such surveys, the Cell will recommend to the University authorities any new areas of research to be pursued, possible sources of funding and likely members of the existing faculty of the University and Colleges who could contribute to such research.
B. INDUSTRIALLY RELEVANT
Likewise, a Cell for industrially relevant research would conduct surveys in association with industry with intention of identifying particular areas of investigation relevant to industry and academia. Such surveys will also help to identify specific research projects of industrial relevance, sponsorship/collaboration of mutual benefit, other sources of funding and human resource.
6. OUTREACH PROGRAMMES
An Outreach Centre will be established to conduct regular surveys of potential areas in which students outside the university system could avail of outreach programmes. These surveys will be addressed to students at HSSC level, Polytechnics and other institutes, members of the business and agricultural communities, citizens from a cross-section of society and other such interest groups. The purpose of the surveys would be to ensure that the University responds to the needs and wants of society for additional academic programmes to be conducted in the evenings, weekends, through the distance education and/or online modes. Reports of the surveys and recommendations of the Centre would be made to the University authorities for implementation of such courses (in addition to the University's full-time normal academic programmes) that would be viewed as relevant to society as a whole.
Besides this, some promising young school students would be identified to spend part of their summer vacation in the postgraduate Departments on campus familiarizing themselves with some aspects of the subjects of their interest. Such an initiative would sensitize young minds to discover areas of knowledge new to them and would form part of the normal Extra-mural Activities of the University.
The University has been conducting annual placement fair for its post-graduate as well as under-graduate students with a reasonable degree of success. For greater variety and wider reach, the annual placement fair could be organized extensively in collaboration with industrial/academic representative bodies such as GCCI, GMA, CII, etc. In addition, the University Placements Cell should conduct periodic workshops, training programmes in Entrepreneurship for University and College students with the goal of providing guidance and possible incubative support to prospective self-employment seekers among the educated youth of the State.
8. EDUCATION DEVELOPMENT AND MONITORING CELL
The University will pursue the establishment of an Education Development and Monitoring Cell which would be entrusted with the task of monitoring the quality of new institutions that are started up in the State to promote their relevance and to protect the interests of their student stakeholders.
9. AFFILIATION AND COLLABORATION WITH PREMIER INSTITUTIONS
Goa University will continuously strive to identify new and emerging areas of instruction and research that are being carried out in other institutions within the State, nationally and internationally. A specially constituted Cell to seek out such institutions and programmes will be established so that initiatives to affiliate and collaborate with these quality institutions and efforts can be actively pursued. The on -going collaborations with other/foreign Universities will be consolidated and institutionalized.
10. ACADEMIC, ADMINISTRATIVE AND FINANCIAL DECENTRALIZATION
In order to improve efficiency of Faculties & Departments of the University and to make them more relevant to society, the University bodies and Authorities will function as facilitators. In continuation with the present trend of decentralization in higher education in respect of certain academic, administrative and financial functions, the University will consider greater academic and financial autonomy to the teaching Departments. Towards this end, appropriate infrastructural modifications along with adequate support staff will be provided to the Departments.
11. CENTRALIZED SUPPORT FACILITIES AND ITS INFRASTRUCTURE
In order to cope with requirements of the Choice-Based Credit System adopted at the PG level and to further enhance the research climate, central support facilities such as upgraded Classroom clusters, state-of-the-art Laboratories, modernized University Library and other Faculty-wise common utilities, will be generated with a view to optimizing usage, efficiency and cost-effectiveness.
12. ADMINISTRATIVE REFORMS
In view of the wide-ranging changes visualized above, it will be necessary to regularly review and restructure the administrative set-up in order to respond to the growing demands of internal and external stake holders. Appropriate administrative procedures to deal with different aspects of the University's functioning will need to be formulated. As far as possible the single-window approach will be adopted in executing various functions. Management information systems will be employed in all possible areas of University administration.
13. PUBLIC INTERFACING
Realizing the growing importance of interaction between the public and the University, the existing interfaces will be optimized to assist the public through a single -window system. Utilizing contemporary modes of information-dissemination, University will endeavor to regularly and appropriately appraise all stake-holders of achievements, progress and future plans. In order to further enhance the University's relevance and service to society, local & national issues will be addressed through appropriate fora.
14. GENERATION OF FUNDS
The University will continually strive to raise funds to meet the financial requirements of new academic initiatives with their concomitant infrastructural and operational demands.
For one, the University will pursue various available sources of funding from Government and private sectors which may be earmarked from time to time for emerging areas of research and developmental interests; and secondly, concerted efforts will be made to identify International sources of finance with regard to those areas of mutual interest which contribute to scientific development and societal uplift. In addition, the University will endeavour to plan and execute self-sustaining programmes which will not only enhance its resources but also meet its societal objectives.
15. CONCLUDING REMARKS
In conclusion, the present document reflects the combined experience, observations, wisdom and aspirations of the University along with its affiliated colleges and most of its stakeholders. To transform this vision into reality, the involvement of all stake-holders across the board is desirable. Moreover, the incorporation of relevant statistical data gleaned from the University's cumulative experience along with that obtained from most stake-holders, will facilitate the implementation of the vision of this Document.
(Presented to the Executive Council during its meeting held on 23.01.2013)
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