Modern University

UNIVERSITY

[CODE NO. 4261] 

Higher education system plays an important role for the country’s overall development which includes industrial, social, economic etc. Indian higher education system is third largest in the world. The role of Indian higher educational institutes such as colleges and universities in the present time is to provide quality based education in the field of education, research etc. to empower youth for self-sustainability. 

However the Indian higher education system faces huge challenges in the sense that while on the one hand there is need to bring as many young people as possible into the higher Education’s fold; on the other hand it is required to significantly focus on building quality and global competitiveness. Quality of education has a wide ranging impact on employability and labour production. According to official data, India’s labour force, which was 472 million 2006, is expected to be around 653 million in 2031. In such a situation, unless the country has a nimble- footed dynamic higher education system, it faces the danger of losing its competitive advantage not just to china and Brazil but also smaller nation such as Philippines and Malaysia.

The picture emerging out of the above facts make it clear that the government cannot provide all the solution to the India’s higher education challenges for the simple reason that during the next five year that the country may need 1400 additional universities, 75,000 additional colleges and 22 lakh additional teachers. There is no denying the fact that progress has been made since India became republic and the onus was on the state to educate its citizens. India has certainly has come long Way from 28 universities and 578 colleges in 1950-1951 to over 500 universities and more than 25,000 colleges at present.

Over the past three decades, a rapidly growing Indian economy has led to a huge demand for an educated and skilled labour force. To meet the man power needs of a dynamic economy, not surprisingly, private enterprises have cropped up to complement and supplement public educational institutions. In fact over the past few decades, it has been the private sector that has really driven capacity in Indian higher education. Private presence in higher education got a fillip starting mid 1980s which witnessed reducing investment by the center and the states. In 2001, when unaided institutes made up 42.6 per cent of higher education institutes, 32.8 per cent of Indian students studied there. By 2006, for which the data is available, the share of private institutes went up to63.2 per cent and their student share went up to 51.5 per cent. These figures have been steadily rising since then. The paper explores need, challenges of privatization of higher education in India. The last two decades had witnessed unprecedented growth in institutes of higher education primarily due to private sector participation. 

The private sector has contributed significantly in increasing the gross enrollment ratio (GER) from 10% in 2000 to 13.8% in 2010. The private sector is expected to provide useful contribution in achieving the target of 30% GER by 2020 set by government of India. Though the private institutes have grown in number they are not able to attract the high ranking students.

A Rapid glance over this phenomenon would reflect the fact that private education players are the norms rather than expectation and truly so. Handling of Higher Educational Institutions by private group is now an irreversible trend in India. Critics who argue that education is a social good and should remain exclusively with the state will find it hard to disagree that given the scale, scope and complexity of Indian Higher Education challenges,  the government on its own cannot single handedly tackle all the issues affecting University system in the country. the fact that India has a fast rising youth population that look to education as a conduit  to prosperity coupled with depleting education is spending by the government translates into great demand for private higher educational institutions.

Moreover, the Indian Higher education system faces the challenges of ensuring equity and quality. The private higher education sector in countries such as the United States, Japan and Malaysia has been instrumental in tracking these challenges. In India too, private sector could play a key role in dealing with this issues through innovative models supported by an enabling regulatory framework and environment.

Hitherto, the private sector has played an important role in the growth of the higher education sector, especially in professional disciplines such as Engineering and Management. High potential ⁷demand for higher education and insufficient government spend and capacity creation is expected to result in substantial infrastructure and investment deficit. In this backdrop, the role of the private sector has assumed increased significance with immense opportunity for private sector players.

We have identified various options for private education providers to inter and grow in vibrant higher education space. We have also outlined the key drivers, Trends and regulatory considerations associated with these options.

COST ESTIMATION

Nos. of Students in Year             3500 Nos.

Land & Building (25 Acres)  Rs. 29.69 Cr

Plant & Machinery                       Rs. 7.54 Cr

Working Capital for 2 Months   Rs. 9.79 Cr

Total Capital Investment            Rs. 50.20 Cr

Rate of Return                              22%

Break Even Point                         64%

• ESTABLISHING AND GROWING IN INDIAN HIGHER EDUCATION KEY OPTIONS FOR PRIVATE PLAYERS
• OVERVIEW OF THE INDIAN HIGHER EDUCATION SECTOR
• STUDENT ENROLLMENT IN HIGHER EDUCATION (CRORE)
• ENROLLMENT IN EVERY STREAM COURSE WISE
• UNIVERSITIES BY STATE AND TYPE
• THE TABLE BELOW IS CORRECT AS OF JULY 2021
• GROWTH IN NUMBER OF HIGHER EDUCATIONAL INSTITUTIONS
• GROWTH IN STUDENT ENROLMENT
• TREND IN GROSS ENROLMENT RATIO
• TREND IN GENDER PARITY INDEX
• TOP 10 COUNTRIES PREFERRING INDIAFOR HIGHER EDUCATION
• NEED OF PRIVATE SECTOR:
• FORMS OF PRESENCE
• UNIVERSITIES SPU (STATE PRIVATE UNIVERSITY)
• STATE UNIVERSITY
• STATE PRIVATE UNIVERSITY
• OVERVIEW
• ANNUAL STATUS OF HIGHER EDUCATION
• INDIAN, CHINESE STUDENTS ACCOUNT FOR 47% OF INTERNATIONAL
• STUDENT POPULATION IN US
• AICTE
• THE TOTAL INTAKE CAPACITY OF AICTE HAVE RISE FOLD AS DEPICTED IN FIGURE
• SERVICES
• STUDY CENTRE AND OTHER EDUCATION
• COURSES
• REGULAR COURSES
• TRADITIONAL BACHELOR DEGREE WIDENS YOUR SCOPE AND KNOWLEDGE
• BENEFITS OF REGULAR COURSES
• 1. KEEPS MORE CAREER OPTIONS OPEN
• 2. HELPS YOU SPECIALIZE
• 3. MERIT-BASED ADMISSIONS
• 4. A FEW COURSES NEED ACADEMIC DEGREES
• 5. AVAILABILITY OF DISTANCE EDUCATION OPTION
• DISADVANTAGES OF A REGULAR COURSE
• 1. IT DOESN’T MAKE YOU JOB-READY
• 2. PROFESSIONAL TRAINING REQUIRED FOR SOME FIELDS
• 3. CUT-OFFS MAY BE HIGH
• MAJOR REGULAR DEGREES LIST AND ABBREVIATIONS
• VOCATIONAL BASED PROFESSIONAL COURSES
• VOCATION AND CAREER
• WHAT IS A PROFESSIONAL COURSE?
• PROFESSIONAL DEGREE GIVES YOUR CAREER A QUICK START
• BENEFITS OF A PROFESSIONAL DEGREE
• 1. PROVIDES PRACTICAL TRAINING
• 2. COURSES ARE FAST-PACED
• 3. ADMISSIONS ARE BASED ON ENTRANCE EXAMS
• DISADVANTAGES OF A PROFESSIONAL DEGREE
• 1. COMPETITION IS USUALLY HIGH
• 2. NOT ALL INSTITUTES PROVIDE QUALITY EDUCATION
• 3. MAY NOT BUILD A SOLID ACADEMIC FOUNDATION
• 4. NO OPTION FOR DISTANCE EDUCATION
• PROFESSIONAL DEGREE GIVES YOUR CAREER A QUICK START
• 1. PROVIDES PRACTICAL TRAINING
• 2. COURSES ARE FAST-PACED
• 3. ADMISSIONS ARE BASED ON ENTRANCE EXAMS
• DISADVANTAGES OF A PROFESSIONAL DEGREE
• 1. COMPETITION IS USUALLY HIGH
• 2. NOT ALL INSTITUTES PROVIDE QUALITY EDUCATION
• 3. MAY NOT BUILD A SOLID ACADEMIC FOUNDATION
• 4. NO OPTION FOR DISTANCE EDUCATION
• LIST OF PROFESSIONAL COURSES IN INDIA
• LIST OF PROFESSIONAL DIPLOMA/CERTIFICATE COURSES IN INDIA
• LIST OF PROFESSIONAL DEGREE COURSES IN INDIA
• CAREER SCOPE OF BOTH PROFESSIONAL AND REGULAR COURSES IN INDIA
• ARTS & HUMANITIES
• COMMERCE
• ENGINEERING AND TECHNOLOGY
• MANAGEMENT
• MEDICAL SCIENCE
• SCIENCE
• WHICH ONE SHOULD YOU CHOOSES FOR – REGULAR COURSE OR PROFESSIONAL COURSE?
• MARKETING AND BRAND BUILDING
• STRENGTHS
• THE KEY IS PINPOINTING THE TRUE STRENGTHS OF YOUR UNIVERSITY.
• HISTORY
• LOCATION
• CONSIDER STUDENT ‘NICHES’
• FIVE STRATEGIES FOR BUILDING A GREAT UNIVERSITY BRAND
• STRATEGY #1: BRAND IS NOT A CAMPAIGN; IT’S YOUR CULTURE.
• STRATEGY #2: BRAND IS COMMUNITY DRIVEN.
• STRATEGY #3: BRAND INSPIRES BEHAVIORS.
• STRATEGY #4: GREAT BRANDS ARE DISCIPLINED.
• STRATEGY #5: A GREAT BRAND IS NEVER FINISHED.
• EXPENSES IN MARKETING
• HIGHER EDUCATION IN INDIA:
• SUCCESS & PITFALLS
• GROWTH OF DISTANCE EDUCATION
• QUALITY PROBLEMS
• MORE THAN 50% OF INDIA’S POPULATION IS UNDER AGE OF 25. BY 2030 INDIA WILL HAVE ONE OF THE YOUNGEST POPULATIONS IN THE WORLD WITH AN AVERAGE AGE OF 29 YEARS
• INDIA WILL OUTSPACE CHINA IN NEXT TEN YEARS.
• THE OECD PREDICTS THAT IN 2030, 200 MILLION OF THE WORLD’S 25-34 YEARS OLDS WILL BE UNIVERSITY GRADUATES AND 40% OF THESE WILL BE FROM CHINA AND INDIA
• PITFALLS
• THE BACKDROP:
• ECONOMICS, DEMOGRAPHICS AND POLITICS
• THE WORLD’S BIGGEST TERTIARY –AGE POPULATION
• THE CHANGING POLITICS OF EDUCATION
• CHALLENGES FACED BY HIGHER EDUCATION
• THE LOW QUALITY OF TEACHING AND LEARNING
• THE SUPPLY DEMAND GAP
• UNEVEN GROWTH AND ACCESS TO OPPURTUNITY
• CONSTRAINTS ON RESEARCH CAPACITY AND INNOVATION
• PHASE-WISE FUTURE PLAN
• BACHELOR OF AYURVEDIC MEDICINE AND SURGERY (B.A.M.S.)
• SECOND PHASE
• BACHELOR OF HOMEOPATHIC MEDICINE AND SURGERY (B.H.M.S.)
• THIRD PHASE
• FOURTH PHASE
• SPECIFIC COURSES RELEVENT TO JHARKHAND
• AGRICULTURE BUSINESS
• COURSES:
• NATURAL RESOURCES MANAGEMENT
• COURSES
• SPORTING EXCELLENCE
• COURSES OF SCIENCE
• NURSING AND PARAMEDICAL COURSES
• HEALTH AND HOSPITAL MANAGEMENT
• PGDM IN HOSPITAL AND HEALTHCARE MANAGEMENT
• INDUSTRIAL SAFETY COURSES
• DIPLOMA IN INDUSTRIAL SAFETY MANAGEMENT
• FOCUSED PROGRAMS FOR FARMERS WOMEN AND INDUSTRIES
• UNIVERSITY INSTITUTES
• FOCUSED PROGRAMS FOR FARMERS, WOMEN AND INDUSTRIES
• OBJECTIVES VISION, MISSION AND GOALS
• OBJECTIVES OF THE TRUST
• OBJECTIVES VISION, MISSION & GOALS
• PHILOSOPHY
• WHY STAY WITH US-FUTURE
• VISION AND MISSION
• GOALS
• VALUES
• BELIEFS
• INSTITUTE OF EDUCATION
  
• COLLEGE OF EDUCATION
• INSTITUTES OF GRADUATE STUDIES
• POTENTIAL FUTURE COURSES
• BACHELOR OF DENTAL SURGERY (BDS)
• INSTITUTE OF MEDICAL & ALLIED SCIENCES
• MASTER OF DENTAL SURGERY (MDS)
• MBBS COURSES
• BACHELOR OF PHYSIOTHERAPY (BPT)
• INSTITUTE OF TECHNOLOGICAL STUDIES
• INSTITUTE OF LEGAL STUDIES
• LABORATORIES
• LIBRARY
• RULES AND REGULATION OF LIBRARY
• FOLLOWING PRINCIPLE MUST BE ADDED WHILE USING THE LIBRARY
• BORROWING
• STUDENT FRIENDLY ACTIVITIES
• COMMON ROOM
• ART-CRAFT ROOM
• EXTRACURRICULAR ACTIVITIES
• CATEGORIES
• ACCESS TO EXTRACURRICULAR ACTIVITIES
• AUDITORIUM
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• ROLE OF EDUCATION INSTITUTIONS IN ENTREPRENEURSHIP DEVELOPMENT:
• INDIVIDUAL DEVELOPMENT:
• BUSINESS DEVELOPMENT:
• ENTREPRENEUR SKILL DEVELOPMENT:
• ENTREPRENEURSHIP EDUCATION FOR THE SUPPLY SIDE:
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• ENTREPRENEURSHIP EDUCATION SCENARIO IN INDIA:
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• PROBLEM FACED BY EDUCATION INSTITUTION IN INDIA:
• PROPOSAL OF UNIVERSITY
• PROPOSED NAME
• LOCATION AND HEADQUARTERS
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• AREAS OF OPERATIONS
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• CORE VALUES
• THE CORE VALUES WILL BE:
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• AIMS
• THE UNIVERSITY WOULD WORK TOWARDS THE FOLLOWING AIMS:
• PRODUCING WORLD CLASS MANPOWER
• DEVELOPING APPROPRIATE KNOWLEDGE, SKILLS AND ATTITUDES
• ESTABLISHING HIGHER STANDARD OF ACADEMIC EXCELLENCE
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• INNOVATING EDUCATION AND ENTREPRENEURSHIP
• OBJECTIVES OF THE UNIVERSITY
• GOVERNANCE OF THE UNIVERSITY
• INTRODUCTION
• GOVERNANCE OF THE UNIVERSITY
• GOVERNANCE STRUCTURE
• ADVISORY BOARD
• GOVERNANCE OF THE UNIVERSITY
• STATUTORY AUTHORITIES
• THE FOLLOWING WILL BE STATUTORY AUTHORITIES OF THE UNIVERSITY:
• GENERAL COUNCIL
• THE EXECUTIVE COUNCIL (UNIVERSITY COUNCIL)
• GOVERNANCE OF THE UNIVERSITY
• THE FINANCE AND AUDIT COMMITTEE
• E-STATE AND FACILITIES COMMITTEE
• THE ACADEMIC COUNCIL
• GOVERNANCE OF THE UNIVERSITY
• GOVERNANCE OF THE UNIVERSITY
• FORMATION OF THE STATUTORY AUTHORITIES
• THE VISITOR THE VISITORS WILL BE APPOINTED BY THE SPONSORING BODY:
• GOVERNANCE OF THE UNIVERSITY
• OFFICERS OF THE UNIVERSITY
• GOVERNANCE OF THE UNIVERSITY
• ACADEMIC PLAN
• INTRODUCTION
• ACADEMIC PLAN
• UNIQUE FEATURES OF UNIVERSITY
• ACADEMIC PLAN
• ACADEMIC STRUCTURE
• TIME SCALES AND FACING
• ACADEMIC PLAN
• ACADEMIC DISCIPLINE
• ACADEMIC PLAN
• QUALITY ASSURANCE
• ACADEMIC PLAN
• STUDY PROGRAMMES
• STUDENT RAMP UP AT SCHOOL OF DIPLOMA
• PROJECTED RAMP UP PLAN AT UG LEVEL
• ACADEMIC PLAN
• DEGREE STRUCTURES
• DISTANCE LEARNING, ONLINE PROGRAMS AND NEW TECHNOLOGY
• ACADEMIC PLAN
• RESEARCH
• ACADEMIC PLAN
• SPORTS AND EXTRA CURRICULAR ACTIVITIES
• ACADEMIC PLAN
• ADMISSION CRITERIA
• ACADEMIC PLAN
• FEES STRUCTURE
• ACADEMIC PLAN
• INDUSTRY LINKAGE PLAN
• DISTANCE LEARNING AND EDUCATION CENTERS
• INFRASTRUCTURE PLAN
• INFRASTRUCTURES
• INFRASTRUCTURE PLAN
• ACADEMIC BLOCKS
• INFRASTRUCTURE PLAN
• OTHER INFRASTRUCTURE ASPECTS
• EXTENSION SERVICES
• CLUBS
• SPORTS
• INFRASTRUCTURE PLAN
• MEDICAL FACILITIES
• CAFETERIA
• TRANSPORT FACILITIES
• GUEST HOUSE
• BANKING FACILITY
• HUMAN DEVELOPMENT
• CAPITAL PLAN
• INTRODUCTION
• APPOINTMENT OF FACULTY AND STAFF
• HUMAN DEVELOPMENT
• CAPITAL PLAN
• HUMAN DEVELOPMENT
• CAPITAL PLAN
• CREATION OF POSTS
• HUMAN DEVELOPMENT
• CAPITAL PLAN
• RECRUITMENT OF TEACHING STAFF
• MINIMUM QUALIFICATION AND EXPERIENCE
• HUMAN DEVELOPMENT
• CAPITAL PLAN
• SHORT LISTING OF APPLICATIONS
• RESERVATION POLICY
• PROCESS OF SELECTION
• SELECTION COMMITTEE
• APPOINTMENT
• PERIOD OF PROBATION
• CONFIRMATION
• PAY AND ALLOWANCES
• HUMAN DEVELOPMENT CAPITAL PLAN
• ACADEMIC STAFF
• CADRE STRUCTURE, SALARY SCALE AND PERKS
• QUALIFICATION AND EXPERIENCE
• CADRE DISTRIBUTION
• HUMAN DEVELOPMENT
• CAPITAL PLAN
• TEACHING STAFF
• MEDICAL EQUIPMENTS AND SUPPLIERS
• EQUIPMENTS AND SUPPLIERS
• MACHINERY & EQUIPMENT SUPPLIERS
• X-RAY ACCESSORIES
• AIR CONDITIONING & REFRIGERATION UNITS
• IMPORTED PLANT & MACHINERY SUPPLIERS
• MEDICAL EQUIPMENTS AND SUPPLIERS
• PLANT LOCATION FACTORS
• PRIMARY FACTORS
• 1. RAW-MATERIAL SUPPLY:
• 2. MARKETS:
• 3. POWER AND FUEL SUPPLY:
• 4. WATER SUPPLY:
• 5. CLIMATE:
• SPECIFIC FACTORS
• 6. TRANSPORTATION:
• 7. WASTE DISPOSAL:
• 8. LABOR:
• 9. REGULATORY LAWS:
• 10. TAXES:
• 11. SITE CHARACTERISTICS:
• 12. COMMUNITY FACTORS:
• 13. VULNERABILITY TO WARTIME ATTACK:
• 14. FLOOD AND FIRE CONTROL:
• EXPLANATION OF TERMS USED IN THE PROJECT REPORT
• 1. DEPRECIATION:
• 2. FIXED ASSETS:
• 3. WORKING CAPITAL:
• 4. BREAK-EVEN POINT:
• 5. OTHER FIXED EXPENSES:
• 6. MARGIN MONEY:
• 7. TERM LOANS:
• 8. TOTAL LOAD:
• 9. LAND AREA/MAN POWER RATIO:
• IMPLEMENTATION SCHEDULE
• UNIVERSITY GRANTS COMMISSION NEW DELHI
• UGC (ESTABLISHMENT OF AND MAINTENANCE OF STANDARDS IN PRIVATE UNIVERSITIES) REGULATIONS
• BACKGROUND
• 1. SHORT TITLE, APPLICATION AND COMMENCEMENT
• 2. DEFINITIONS
• 3. ESTABLISHMENT AND RECOGNITION OF PRIVATE UNIVERSITIES
• 4. INSPECTION
• 5. CONSEQUENCES OF VIOLATIONS

APPENDIX – A:

01. PLANT ECONOMICS

02. LAND & BUILDING

03. PLANT AND MACHINERY

04. OTHER FIXED ASSETS

05. FIXED CAPITAL

06. RAW MATERIAL

07. SALARY AND WAGES

08. UTILITIES AND OVERHEADS

09. TOTAL WORKING CAPITAL

10. TOTAL CAPITAL INVESTMENT

11. COST OF PRODUCTION

12. TURN OVER/ANNUM

13. BREAK EVEN POINT

14. RESOURCES FOR FINANCE

15. INSTALLMENT PAYABLE IN 5 YEARS

16. DEPRECIATION CHART FOR 5 YEARS

17. PROFIT ANALYSIS FOR 5 YEARS

18. PROJECTED BALANCE SHEET FOR (5 YEARS)