open university of sri lanka the open university of sri lanka the open

THE OPEN UNIVERSITY OF SRI LANKA THE OPEN UNIVERSITY OF SRI LANKA THE OPEN UNIVERSITY OF SRI LANKA THE OPEN UNIVERSITY OF SRI LANKA THE OPEN UNIVERSITY OF SRI LANKATHE OPEN UNIVERSITY OF SRI LANKA THE OPEN UNIVERSITY OF SRI LANKA THE OPEN UNIVERSITY OF SRI LANKA THE OPEN UNIVERSITY OF SRI LANKA THE OPEN UNIVERSITY OF SRI LANKA




























STRATEGICMANAGEMENT

PLAN2015 - 2020

STRATEGICMANAGEMENT

PLAN2015 - 20202015 - 2020

Strategic Management Plan2015 - 2020

The Open University of Sri Lanka

© The Open University of Sri Lanka 2014

AddressThe Open University,Nawala, Nugegoda,Sri Lanka.

[email protected]

Websitewww.ou.ac.lk/publications/smp

Contents

Foreword Brief History Situational Analysis SWOT Analysis Process of Planning & Format of the Strategic Management Plan Vision, Mission and Values Goals, Objectives and Strategies OUSL at a Glance Regional Network of the OUSL

Proposed Activities (2015 - 2020)

Strategic Management Plan2015 - 2020

Foreword

The Strategic Management Plan 2015–2020 is a projected future passageway of the Open University of Sri Lanka (OUSL) to reach its desired goals in 2020. To be recog-nized as a pioneer in higher educa-tion, the OUSL is planning to use its full potential methodically and e�ciently.

In keeping with the core values of the OUSL, i.e. Excellence, E�ciency and Equity, the foremost 07 Goals were created. The inputs pertaining to goals and action plans material-ized as a bottom-up process where the Faculties, Academic Depart-ments, Administrative Divisions, Regional and Study Centers of the OUSL responded positively to achieve the targets. A Strategic Plan is of limited value unless it is used in the budget exercise. Hence, attempts were made to link strate-gic planning and budgeting process together.

The Strategic Plan was facilitated by a Strategic Planning Committee made up of representatives from every sector of the OUSL.

The Strategic Plan, aims to develop the OUSL by building on the achieve-ments of previous years and creating new knowledge for the future. The mainstay of the plan is a clear commit-ment to excellence in all that we do: teaching, training and research. How-ever, by organizing ourselves with awareness, focusing on our strengths and using our resources smartly our vision “to be the premier Open and Distance Learning Institution in Asia through excellence, e�ciency and equity in lifelong learning” is certainly within our scope.

Dr. Vijitha NanayakkaraVice Chancellor

The Open University of Sri Lanka (OUSL), established by the Universities Act No. 16 of 1978 and the Open University of Sri Lanka Ordinance No. 03 of 1980, has continuously worked to build an inclusive knowledge society through inclusive education. The OUSL has tried to increase the Gross Enroll-ment Ratio (GER) by o�ering quality teaching through the Open and Distance Learning (ODL) mode.

The OUSL is unique within the universi-ty system because of its signi�cant feature of o�ering programmes of study leading to certi�cate, diploma, degree, postgraduate diploma and postgraduate degree through the ODL mode.

The OUSL is one of the 15 national universities enjoying the same legal, institutional and academic status as any other national university in Sri Lanka. However, it di�ers from the other national universities because of its dependence on ODL philosophy to expand opportunities for higher educa-tion regardless of age, previous quali�-cations, income, geography and employment barriers.

The OUSL began its academic activities on 22nd July 1980 with the following programmes: Post Graduate Diploma in Education, Post Graduate Certi�cate in Pre School Education, Certi�cate in Professional English, Diploma in Man-agement and Diploma in Science/Mathematics. The student population was 3,999.

Today, it serves the educational aspira-tions of around 40,000 students in Sri Lanka, touching all districts through its network of Regional and Study Centers. The university o�ers about 67 certi�cate, diploma, degree and post graduate diploma, Master’s and doctoral programmes, with a strength of nearly 319 academic sta� at the Nawala Campus and Regional and Study Centers.

The university is committed to quality in teaching, research, training and extension activities, and is a resource center for expertise and infrastructure in the ODL system.

The OUSL has signed Memoranda of Understanding with a number of inter-national and national institutions to promote ODL opportunities in Sri Lanka and overseas. The OUSL is com-mitted to the continuous process of quality enhancement in all aspects of ODL such as curriculum and course development, teaching/learning, student support, faculty support, evaluation and assessment.

Brief History

Strategic Management Plan 2015 – 2020 03

A ten year Horizon Development Framework 2006–2016 prepared under the Mahinda Chinthana: Vision for a New Sri Lanka, high-lights the key issues to be addressed in higher education:

Situational Analysis

Absence of a consistent overall policy for higher education, on such issues as, admissions, medium of instruction, and location of universi-ties

Expansion of intake capacity, to accommodate the large numbers who qualify for university admissions

Improving quality and relevance to meet local needs and international standards related to issue of curricula, university–industry linkages and employability of graduates

Paucity of research and opportunities and postgraduate education

Issues of autonomy, resource mobilization and capability, building of all categories of sta�

Opening higher education institutions to private sector participation

Re-de�ning the role of the state regarding accreditation mechanisms, �nancing and institutional strengthening

Frequent disruption of university activities due to confrontational behavior of students and employees

The above aspects were considered when planning the OUSL Strategic Manage-ment Plan.

The following quotation from “Sri Lanka: The Emerging Wonder of Asia” inspired this Strategic Management Plan.

“Sri Lanka has targeted achievement of excellence in higher education by 2020, becoming the most preferred country for higher education in the Asian subcontinent. It will be among the top countries for higher education in Asia. The Sri Lankan Universities will o�er internationally recognized courses that are recognized by local and global employees.”


OUSL Policy Framework The Open University of Sri Lanka (OUSL) which was established under the Universities Act No. 16 of 1978 and the OUSL Ordinance No. 03 of 1980 is a national university which has the unique mandate to promote the concepts of lifelong learning and university education for all. The OUSL is unique in the sense that its approach to and method-ology of teaching and learning exclusively depend on the ODL framework. The focus is on increasing access to learning and enhancing social equity while ensuring cost e�ectiveness, and giving priority to the quality of study programmes, research and scholarship. The OUSL is committed to remove barriers to higher education arising from physical, social, and cultural distance that weaken opportunities for higher education.

The OUSL Clientele

Educational Technology and Pedagogy

Specialization of Functions and Responsibilities

The clientele of the OUSL consists of employed persons who aspire to further their education for career advancement, school leavers seeking higher educational opportunities and both state and private organizations seeking research and devel-opment services and consultancies.

The educational instruments of ODL focus on the optimization of contact hours between students and teachers. This is achieved by a balance of educational technologies such as learner friendly printed texts, audio-visual programmes, web based resources, a limited number of day schools, and a continuous assessment system used for teach-ing–learning, monitoring and feedback.

The ODL methodologies separate programme development and programme delivery as distinctly specialized functions. The development of programmes including the revision of study mate-rials, improvement of testing mechanisms, assur-ance of quality and research are the main functions of the academic sta�. The delivery of programmes

is coordinated by the Regional Educational Services (RES) network which is responsi-ble for the organization and management of contact sessions between students, continuous assessments, �nal examinations, and marking of scripts with the guid-ance of the academic sta�.

The responsibility of facilitating self-learning of students who are often isolated rests with Learner Support Service (LSS). The e�ciency of the student support service to assist the learners ensures the success of the ODL system. These support services include services rendered by the telephone exchange and security system and services of the Library Network, Center for Educational Technology and Media (CETMe), the Public Relations O�ce (PRO), Student A�airs Division, Examinations Division, Regional Education Services (RES) and the Printing Press.


Key FunctionsThe key functions of ensuring that new programmes of study are devel-oped to meet the emerging client and national needs are assigned to the academic sta� of the central campus. A change is necessary to move away from the total depen-dence on printed text as learning material to a blended mode of instrument using cassettes, compact discs and online support materials. The study materials must undergo continuous revision where at least 20% of the material has to be revised annually with respect to content and format.

The assurance of quality of teaching, learning and assessment are consid-ered as important aspects. These would involve continuous improve-ment of teaching tools and assess-ment tools which can be realized through training, seminars for sta�, visiting academics and other service providers.

The management of programme delivery will be the responsibility of the Operations Division which comes under direct supervision of the Deputy Vice Chancellor. The Operations Division in consultation with the Deans of Faculties has decided to spread the dates of regis-tration of students for di�erent programmes of study throughout the year.

Programme promotion is a special-ized function. Therefore, all promo-tional activities will be coordinated by the Director Public Information who will be responsible for content, presentation and choice of media of all advertisements and other promo-tional material.

The Director Regional Educational Services (RES) of the university who directly reports to the Vice Chancel-lor is vested with the responsibility of managing the RES. The university has invested heavily on regional infrastructure, including classrooms, laboratories, conference halls and the Internet facilities in order to optimize the use of those resources. The university has also decided to decentralize activities pertaining to programme delivery including day schools and evaluations.

Feedback on assignments submitted for Continuous Assessment (CA) is a right of students as CA is one of the main teaching instruments in ODL. Such feedback will be made avail-able to the students within one month of submission.

The performance of the faculties, regional services and support departments will be evaluated annu-ally using Key Performance Indica-tors (KPI) to recognize achievements orientation and rewards. This will apply to both administrative and academic units as well as individuals.


(Strengths, Weaknesses, Opportunities and Threats)

StrengthsOpen admission policyVariety of Learning packages in Sinhala, Tamil and English at lower levelsNetwork of Regional and Study Centers located in close proximity in cities/townsProfessional study programmesPossibility of employees to register for higher educa-tional programmesWell equipped library with e-learning facilitiesAvailability of pre–schools in some centersAbility to use modern educational technologies in development and delivery of programmesWell-equipped Printing PressAbility to produce A/V materials in blended mode by the Center for Educational Technology and Media (CETMe)

WeaknessesLack of quali�ed sta� in some departmentsLack of skilled sta� in modern educational technologyLack of promotional schemes for sta� Inability to retain quali�ed sta�Inability to draw adequate funds for researchDelays in procurement of chemicals and other materialUnderutilizing of laboratory equipment Poor English language skills of studentsPayments to Resource Personnel remain at below market rateInadequate infrastructure and physical resourcesLack of coordination within the system Unable to maintain a friendly approach by the sta� towards clienteleOpportunities

Ability to reach out and educate students at regional levelNegligence of the regional level approach by conventional system of educationIncreasing number of students registering for programmes of studyThe good image of the OUSLPossibility of generating funds through the Press and Media HouseAbility of sta� to undertake consultancies particularly in distance education activitiesAbility to o�er funds through projects to generate short courses in diverse areas to update knowledge.Ability to o�er programmes of study to full time employeesAdults including school leavers seeking tertiary educationAdults seeking lifelong educationAbility to o�er online programmes o�shore

ThreatsAdoption of distance mode education in conventional universitiesSimilar programme of studies o�ered by other universitiesCompetition from other ODL universities in the regionBrain drain of quali�ed sta�Lack of modern technology for sta� and studentsStudent success rates being low in some programmes of studyLow programme completion rate High initial cost of new technologyHigh dropout rate Private universities and educational institutes


Process of Planning and Format of the Strategic Management Plan

Vision, Mission & Values

Corporate Planning in higher educational institutions has been a more recent experience. The �rst Corporate Plan of the OUSL covered the period 2000–2005 and current Strategic Management Plan is the 04th in the series.

The �rst step of the present plan is the preparation of the overall development framework for a 06 year period (2015-2020) with the support of the committee appointed for the purpose. Second step is the preparation of programmes and sub- programmes of Faculties, Departments, Divisions, Regional Centers and Study Centers on the basis of guidance provided by the framework of the overall plan.

This draft plan was discussed at the Senior Management Committee and the Council at several occasions.

The third step is the completion of the Strategic Management Plan (2015 – 2020)

Action Plan has been prepared for a one year period (2015) incorporating the budget.

Vision “To be the premier Open and Distance Learning Institution in Asia through excellence, e�ciency and equity in lifelong learning”

Mission “To enhance access to high quality, a�ordable and relevant educa-tion through Open Distance Education and ensure life-long learn-ing opportunities to face challenges in a knowledge society”

Values Responsiveness to changing needs of our societyPassion for timely improvements in teaching and learningCommitment to optimal and equitable use of resourcesReaching out to ful�ll the aspirations of the needy Dedication to human and professional development needs of allPassion for research and generation of new knowledgeFocus on actions that are ethically and morally right


Goal 01: Ensure High Quality and Relevant Education

Goal 02: Improve Employable Quality and Career Enhancement of the Graduates

Goal 03: Be a Center of Excellence in Scholarship, Research and Innovation

Goal 04: Increase Opportunities for students Access and Success

Goal 05: Create More Accessible and Conducive Academic Environment in the University

Goal 06: Improve E�ectiveness and E�ciency in All Operations

Goal 07: Ful�ll the Corporate Social Responsibility (CSR) of the University

The following goals were formulated by the OUSL in line with the futuristic approach of the Ministry of Higher Education.

Our Goals


Goal 01:

Ensure

High Quality

and

Relevant

Education

The aim of t

he OUSL is

to become th

e

leading insti

tutio

n in Sri L

anka, as w

ell as i

n

Asia, in

term

s of e

xcellence, re

levance,

equity and e�ciency of t

eaching and

learning in

ODL.

GOALS OBJECTIVES& STRATEGIES

The aim of t

he OUSL is

to become th

e

leading insti

tutio

n in Sri L

anka, as w

ell as i

n

Asia, in

term

s of e

xcellence, re

levance,

equity and e�ciency of t

eaching and

learning in

ODL.

Objectives

1.5 Ensure academic quality of all study programmes by 2015

Key Performance Indicators (KPI)

Goal 02:

Improve

Employable

Quality

and

Career

Enhancement

of the

Graduates

1.1.1 Develop new study programmes to suit the needs of the country1.1.2 Establish new Faculties and Schools of OUSL to cater to the needs of the country

Strategies

1.3.1 Provide Academic Sta� on Training Facilities to Develop Skills on ODL and ICT Locally and Globally

1.4.1 Provide for Appropriate Faculty to Student Ratios for Best Instructional Quality as Determined by Accreditation Standards1.4.2 Provide and Encourage Comprehensive Faculty and Personnel Professional Development Including Senior Personnel Mentoring to Junior Personnel1.4.3 Provide Monetary Incentives and Other Awards for Excellent Work in ODL1.4.4 Provide Training for Visiting Academics1.4.5 Develop/Strengthen the Procedures for Retaining the Visiting Sta� in the University

1.5.1 Strengthen and Implement Quality Assurance Mechanisms 1.5.2 Continually conduct reviews for non-accredited programmes and eliminate barriers of programme accredita-tion and programe reviews1.5.3 Provide professional development and training for all levels of university management associated with accredita-tion and programme success1.5.4 Obtain NVQ certi�cate for all Certi�cate and Diploma programmes

1.1 Ensure the quality of study programmes and courses and make them relevant to meet the needs of the country

1.2 Increase teaching sta� with PhD quali�cations up to 60% of the total academic sta� by 2020

1.3 Enhance opportunities for ODL and ICT training for all academic sta� by 2017

1.4 Improve quality of all academic sta�

1.2.1 Provide Institutional Funding for PhD Studies (Local/Foreign)


Unit 2014 2015 2016 2017 2018 2019 2020 No. of new programmes 03 08 06 03 02 01 01 No. of new faculties 01 No. of new schools 01 01 01 % of academic staff with PhDs 34 36 38 42 50 55 60 No. of academics funded by the OUSL for PhD studies 4 8 12 12 12 16 16

% of academics trained in ODL methodology 70 80 90 100 100 100 100

No. of academics funded by the OUSL for short term foreign training

4 8 12 12 12 15 15

% of academics trained in ICT 85 90 100 100 100 100 100 % of trained visiting academics 70 85 100 100 100 100 100

No. of induction training programmes

4 5 6 6 7 7 7

No. of Awards won by Academics

10 12 15 18 20 22 25

Goal 02:

Improve

Employable

Quality

and

Career

Enhancement

of the

GraduatesEnsu

ring th

at its g

raduates are employ-

able is a m

ajor issu

e for a

university. T

he

OUSL will

acquire every

possible m

easure

to equip th

e learn

ers with

modern

tech-

nologies such as I

nform

ation Technology

and language sk

ills to

suit t

he labour

market require

ments both

locally

and

globally.

Objectives


Ensurin

g that it

s graduates a

re employ-

able is a m

ajor issu

e for a

university. T

he

OUSL will

acquire every

possible m

easure

to equip th

e learn

ers with

modern

tech-

nologies such as I

nform

ation Technology

and language sk

ills to

suit t

he labour

market require

ments both

locally

and

globally.

2.1 Increase the Number of graduates with ICT/Language Pro�ciency and Soft Skills by 100% by 2017

Employability of Graduates - 2012 (tracer study data)

Goal 03:

Be a Centre of

Excellence in

Scholarship,

Research

and

Innovation

Strategies 2.1.1 Compulsory ICT/Language/Soft Skills/ODL training for undergraduates

2.2.1 Strengthen/establish continuous partnerships with industries/organizations2.2.2 Make ICT/Language/Soft Skills put of the curriculum2.2.3 Strengthen Career Guidance Unit and provide continuous guidance for students

Unit 2014 2015 2016 2017 2018 2019 2020 % of graduates with ICT skills

60

70

80

100

100 100 100

% of graduates with English language pro iciency

55

60

75

90

100 100 100

% of graduates with soft skills

50

65

70

85

100 100 100

% of employability of the graduates in the Private Sector

40 45 50 55 60 65 65

No. of intern students 300 350 400 450 500 500 600

2.2 Enhance the accessibility of the graduates to job opportunities in the private sector (including foreign jobs) by 65 % of the total graduates who registered as unemployed by 2020

Employment at Registration

Employmant at Graduation

Edu Eng HSS NSc


Goal 03:

Be a Centre of

Excellence in

Scholarship,

Research

and

Innovation Excelle

nce in sc

holarship, re

search and

innovation are th

e key characteristic

s of

ODL insti

tutio

ns. The O

USL will

develop a

dynamic rese

arch culture th

at will

incor-

porate both th

e academic sta� and th

e

students.

Objectives


3.1 Increase the current research activities of the academic sta� by 10% in every year

Goal 04:

Increase

Opportunitie

s

for students

Access

and

Success

Strategies 3.1.1 Strengthen the support for institutional and disciplined-based research3.1.2 Establish research collaborations with local and foreign (external) agencies3.1.3 Encourage sta�-student joint research

3.2.1 Enhance the quality of University Publications3.2.2 Develop research skills of academic sta�3.2.3 Increase the number of books published and research paper presentations by sta� 3.2.4 Organize International and National Academic Seminars / Workshops / Conferences

Unit 2014 2015 2016 2017 2018 2019 2020 Units for research and international relations x

No. of MOUs sign with Foreign Universities/Institutes

10 05 07 07 08 08 10

No. of Oversees Professors/Research Scholars visiting the OUSL

12 12 15 18 20 22 25

No. of Research Projects funded by the OUSL 12 14 16 20 22 22 22

No. of Research Collaborations (local or international)

3 4 5 6 6 6 6

No. of Student-Staff Research Projects funded by the OUSL

08 10 12 14 15 16 16

No. of Training Workshops on Research Methodology 2 3 4 4 4 4 4

No. of Magazines/ Journals published annually /biannually by the OUSL

5 5 5 5 5 5 5

No. of Seminars/ Workshops conducted on research methodology

6 8 8 8 8 8 8

No. of books published 8 10 10 10 10 10 10 No. of papers published in Indexed Journals 50 50 55 60 65 70 75

No. of papers published in the proceedings of the conferences

150 160 170 180 200 200 200

No. of international/local conferences organized by the OUSL

5 5 5 5 5 5 5

3.2 Publish more than 200 quality research publications per year


Goal 04:

Increase

Opportunitie

s

for students

Access

and

Success In Sri L

anka, access

to higher e

ducation th

rough th

e conventional

university sy

stem is

highly competitive and th

erefore re

stricted.

This lim

itatio

n is a barri

er for a

majorit

y of quali�

ed school le

avers

and employed learn

ers to

pursue th

eir higher e

ducation.

The open admission polic

y and the re

gional educatio

n

serv

ices of t

he OUSL w

ill pro

vide e�ective w

ays to overcome

this

problem. T

he policy of t

he university to

recognize prio

r

quali�catio

ns and experie

nce permits

entry to

progrm

mes

at vario

us levels

by providing la

dders of o

pportunity

.

Objectives


In Sri Lanka, a

ccess to

higher educatio

n thro

ugh the conventio

nal

university sy

stem is

highly competitive and th

erefore re

stricted.

This lim

itatio

n is a barri

er for a

majorit

y of quali�

ed school le

avers

and employed learn

ers to

pursue th

eir higher e

ducation.

The open admission polic

y and the re

gional educatio

n

serv

ices of t

he OUSL w

ill pro

vide e�ective w

ays to overcome

this

problem. T

he policy of t

he university to

recognize prio

r

quali�catio

ns and experie

nce permits

entry to

progrm

mes

at vario

us levels

by providing la

dders of o

pportunity

.

4.1 Increase the student enrollment of each Regional Centre to at least 3500 by 2020

Goal 05:

Create More

Accessi

ble

and Conducive

Academic

Environment

in the

University

Student Admissions - 2013

Strategies 4.1.1 Promote E-learning and Distance Education activities 4.1.2 Make special scholarships available to economically disadvantaged students 4.1.3 Establish bridging programmes between professional quali�cations and degree programmes4.1.4 Expand Language, Computer Literacy and Certi�cate Courses to low Literacy Districts and Disadvantaged Commu-nities4.1.5 O�ering programmes for special groups such as di�erently-abled individuals4.1.6 Create awareness about the Open University among general public4.1.7 Increase new pathways to attract students to OUSL

4.2.1 O�er OUSL Programmes/Courses Overseas4.2.2 Increase International Exchange Programmes

Unit 2014 2015 2016 2017 2018 2019 2020 Enrolment of students (overall) 38,000 40,000 42,000 43,000 44,000 45,000 45,000

Admission to undergraduate Programmes

5,460 5,750 6,000 6,200 6,400 6,600 6,800

Admission to Postgraduate Diploma Programmes

2,500 2,750 3,000 3,100 3,200 3,400 3,500

Admission to Master’s Degree Programmes 330 400 425 450 475 500 500

No. of Foreign Students enrolled in study programmes

06

15

30 60 70 80 100

Number of Study Centers 18 19 20 20 22 25 25

Number of Regional Centers 7 8 9 9 9 9 9

Bachelor’s Degree Recipients 950 975 1000 1050 1125 1175 1200

Postgraduate Diploma Recipients 2,480 2,550 2,650 2,750 2,850 3,000 3,100

Master’s Degree Recipients 125 140 160 180 200 215 240

4.2 Enroll at least 100 foreign students by 2020

Admissions to UG ProgrammesAdmissions to PG Dip ProgrammesAdmissions to Master’s Degree ProgrammesOthers


Goal 05:

Create More

Accessi

ble

and Conducive

Academic

Environment

in the

University The physic

al enviro

nment of a

place has a consid

erable

in�uence on attitu

des, behavior a

nd thinking power o

f

individuals. And also

the enhanced physic

al enviro

nment

encourages the enth

usiasm

of both

the te

acher and th

e

leaner. The O

USL will

regularly im

prove th

e academic

environment b

oth in

side and outsi

de the classr

oom.

The OUSL w

ill also

strength

en its re

gional and

study center n

etwork

to pro

vide trouble-fr

ee

access fo

r learn

ers.

Objectives


The physical e

nvironment o

f a place has a

considerable

in�uence on attitu

des, behavior a

nd thinking power o

f

individuals. And also

the enhanced physic

al enviro

nment

encourages the enth

usiasm

of both

the te

acher and th

e

leaner. The O

USL will

regularly im

prove th

e academic

environment b

oth in

side and outsi

de the classr

oom.

The OUSL w

ill also

strength

en its re

gional and

study center n

etwork

to pro

vide trouble-fr

ee

access fo

r learn

ers.

5.1 Provide adequate space and equipment for lecture halls, laboratories, examination and administration

sf = square feet

Strategies

5.2.1 Provide learner support equipment in the University, Regional and Study Centers5.2.2 Develop Library facilities and Learner Support Services5.2.3 Improve ODL infrastructure facilities in the Campus/Regional Centers

5.3.1 Construct green environment and use environmental friendly energy sources, reduce and recycle water and waste

Unit 2014 2015 2016 2017 2018 2019 2020 Space allocated for academic staff (s. f) 120 150 150 150 150 150 150

Space allocated for a department for administrative purposes(s.f)

300 350 400 400 400 400 400

Computer availability/ Computer per staff 1:4 1:4 1:3 1:3 1:2 1:2 1:1

% of student centered learning facilities

80

85

90

95

100 100 100

% of lecture rooms with multimedia facilities 40 60 75 100 100 100 100

Access to computers by students at Regional Centers – (%)

30 40 60 100 100 100 100

No. of network points in the entire university 2,700 2,800 2,900 3,000 3,100 3,200 3,200

Internet Bandwidth 40 80 100 120 140 150 150 Average number of user based laptops/desktops in each regional library

10 20 25 25 25 25 25

Reduce electricity consumption by 50% by 2020

10

20

30

40

50 50 50

Reduce pipe-borne water consumption by 25% by 2020

5 10 15 20 25 25 25

5.2 Enhance student centered learning environment

5.3 Reduce the carbon foot print in the university by 50% by 2020


5.1.1 Provide adequate space and facilities5.1.2 Develop Regional Centers (Provincial)5.1.3 Develop Study Centers 5.1.4 Provide necessary equipment and facilities for the entire university including all centers

Goal 06:

Improve

E�ectiveness

and E�ciency

in All

Operations The academic activ

ities o

f the universi

ty will

be supporte

d

by e�cient support

serv

ices. The IT

infra

structu

re will

be

optimized to

ensure e�ectiv

eness and �exibilit

y.

It is n

ecessary

to re

cruit q

uali�ed and w

ell trained

sta� to

support

the sy

stem w

hereby e�ciency

of operatio

ns could be assu

red. It is

also

necessary

to pro

vide continuous t

raining

for h

uman reso

urces.

Objectives


The academic activitie

s of t

he university w

ill be su

pported

by e�cient support

serv

ices. The IT

infra

structu

re will

be

optimized to

ensure e�ectiv

eness and �exibilit

y.

It is n

ecessary

to re

cruit q

uali�ed and w

ell trained

sta� to

support

the sy

stem w

hereby e�ciency

of operatio

ns could be assu

red. It is

also

necessary

to pro

vide continuous t

raining

for h

uman reso

urces.

6.3 E�ectively operate Open University Management Information System (OMIS) ensuring �nancial accountability and sustain-ability

Goal 07:

Ful�ll the

Corporate Social

Responsibilit

y

(CSR) of the

University

Strategies

Unit 2014 2015 2016 2017 2018 2019 2020

% of online registration 20 40 60 70 80 90 100 Time taken to call for applications and commencement of study programmes ( months)

4 3 2 2 2 2 2

Time taken to release inal examination results (months) 3 2 1 1 1 1 1

Increase the % of Academic activities through OMIS 85 90 100 100 100 100 100

Increase the % of Administrative and inancial activities through OMIS

80 85 90 100 100 100 100

Induction training programmes for Of icers (per year) 02 02 03 03 04 05 06

Training programmes for Non academic staff (per year) 04 06 06 08 08 10 10

% of illed cadre of Academics 85 90 95 100 100 100 100

6.1 Reduce delays in administration and academic activities

6.2 Increase the generated income of the OUSL


6.1.1 Decentralize academic activities and adminis-tration6.1.2 Reduce the time gap between call for applications and registration6.1.3 Reduce time taken to release examination results6.1.4 Improve the operations of the Book Dispatch Unit

6.2.1 Operate all Regional Centers and special units cost-e�ectively

6.3.1 Use ICT in Academic/ Administration and Financial Management

Goal 07:

Ful�ll the

Corporate Social

Responsibilit

y

(CSR) of the

University

The OUSL st

a� will

consistently

strive to

ful�ll t

he goals de�ned in

the O

USL CSR Programme. T

his will

involve the parti

cipation of t

he

OUSL sta� at n

ational le

vel pro

jects.

Objectives


The OUSL st

a� will

consistently

strive to

ful�ll t

he goals de�ned in

the O

USL CSR Programme. T

his will

involve the parti

cipation of t

he

OUSL sta� at n

ational le

vel pro

jects.

7.1 Enhance contribution to national development

Enrolment in Language Programmes

Strategies 7.1.1 Participate in the Process of National Policy Making7.1.2 Participate in Community and Social Development Programmes

7.2.1 Improve Social integration through mutual understanding

Unit 2014 2015 2016 2017 2018 2019 2020 No. of community development projects/ programmes with OUSL/ OU staff

7 8 10 10 10 10 10

No. of cultural events /seminars/workshops conducted on social integration/harmony

5 5 5 5 5 5 5

Enrolment in the programmes of basic/ advanced Sinhala

600 700 850 1,000 1,500 2,000 2,000

Enrolment in the programmes of basic/ advanced Tamil

1,000 1,500 2,000 2,500 3,000 3,500 4,000

Enrolment in the programmes of basic/ advanced English

6,000 7,000 8,000 8,000 8,500 9,000 9,500

Enrolment in the programme of Social Harmony 250 300 400 500 500 600 600

7.2 Facilitate reconciliation process and peace

Enrolment in SinhalaLanguage Courses

Enrolment in TamilLanguage Courses

Enrolment in EnglishLanguage Courses


OUSL at a Glance

Academic (permanent and temporary cadre)

Visiting Academic

Non Academic

Programmes on O�er

Faculties

Academic Departments

Regional Centers

Study Centers

NODES Access Centers (NACs)

Students enrolled in the year 2013 (as at 31 December 2013)

Students Awarded PhD/ MPhil/ Master’s Degrees/ PG Diplomas/ Bachelor’s Degrees/ Diplomas/ Certi�cates in the year 2013

Total number of Course Material Printed in 2013

670419081726

38,294

6,155

454,381

OUSL Sta� Strength 485

1,910698



REGIONAL NETWORK OF THE OUSL

Proposed Activities (2015 – 2020)

Goal 01: Ensure High Quality and Relevant Education

Objective 1.1 - Ensure the Quality of Study Programmes and Courses and make them relevant to meet the needs of the country

Strategy 1.1.1 - Develop new Study Programmes to suit the needs of the country

1.1.1.7 Master of Technology in Industrial Mathematics 1.1.1.8 Master of Technology in Electrical and Computer Engineering 1.1.1.9 Advanced Certi icate in Library Technology and Automation 1.1.1.10 Bachelor in Library and Information Science 1.1.1.11 Bachelor of Youth Work and Community Development 1.1.1.12 Certi icate in Good Governance 1.1.1.13 Certi icate in Journalism 1.1.1.14 Certi icate in Food Science 1.1.1.15 Certi icate in Applied Earth Science 1.1.1.16 Certi icate in Plant Tissue Culture 1.1.1.17 Diploma in Ecotourism and Natural Resource Management 1.1.1.18 Diploma in Environmental Science 1.1.1.19 Bachelor of Science (Special) 1.1.1.20 Master of Science (Nursing) 1.1.1.21 Diploma in Film and Video Production

Activity No.

Activity

1.1.1.1 Bachelor of Education in Primary Education 1.1.1.2 Bachelor of Education in Early Childhood Education 1.1.1.3 Master of Education in Special Needs Education 1.1.1.4 Certi icate in Small Scale Renewable Energy Systems 1.1.1.5 Diploma in Information Systems and Technology 1.1.1.6 Bachelor of Science in Bio-Medical Engineering

Strategy 1.1.2 - Establish new Faculties and Schools of OUSL to cater to the needs of the country

1.1.2.1 Establish a School of Engineering 1.1.2.2 Establish a new Faculty of Health Science 1.1.2.3 Establish a School of Computing 1.1.2.4 Establish a School of Development and Policy Studies


Objective 1.2 - Increase Teaching Sta� with PhD Quali�cations up to 60% of the total Academic Sta� by 2020

Strategy 1.2.1 - Provide Institutional Funding for PhD Studies (Local/Foreign)

1.2.1.1 Provide funding opportunities for PhD studies (local) 1.2.1.2 Provide funding opportunities for PhD studies (international)

Objective 1.3 - Enhance Opportunities for ODL and ICT Training for all Academic sta� locally and globally by 2017

Strategy 1.3.1 - Provide Academic Sta� on Training Facilities to Develop Skills on ODL and ICT Locally and Globally

1.3.1.1 Organize ODL/ICT training workshops for academic staff 1.3.1.2 Provide short term training in ODL for academic staff

Objective 1.4 - Improve Quality of all Academic Sta�

Strategy 1.4.1 - Provide for Appropriate Faculty to Student Ratios for Best Instructional Quality as Determined by Accreditation Standards

1.4.1.1 Establish norms for staff student ratio for various disciplines 1.4.1.2 Evaluate required staff vs available staff 1.4.1.3 Take actions to bridge the gaps between required and available

staff

Strategy 1.4.2 - Provide and Encourage Comprehensive Faculty andPersonnel Professional Development Including Senior Personnel Mentoring to Junior Personnel

1.4.2.1 Conduct Workshops 1.4.2.2 Organize Out bound Training 1.4.2.3 Organize Industry Placements


Strategy 1.4.3 - Provide Monetary Incentives and Other Awards for Excellent Work in ODL

1.4.3.1 Establish Award Scheme to Identify Academic Staff Engaging in ODL Activities

1.4.3.2 Introduce Prize Awards for Excellence in ODL Work

Strategy 1.4.4 -Provide Training for Visiting Academics

1.4.4.1 Organize Short-term Training for Visiting Academics

Strategy 1.4.5 - Develop/Strengthen the Procedures for Retaining the Visiting Sta� in the University

1.4.5.1 Strengthen mechanisms for the payments of visiting staff and speed up the payment process.

Objective 1.5 – Ensure Academic Quality of all Study Programmes by 2015

Strategy 1.5.1 – Strengthen and Implement Quality Assurance Mechanisms

1.5.1.1 Implement the Senate Approved QA Mechanisms across Faculties 1.5.1.2 Strengthen IQAU activities and provide adequate assistance to

carryout QA activities 1.5.1.3 Strengthen COL-RIM activities 1.5.1.4 Implement mechanisms to obtain student feedback and peer

observations on a regular basis 1.5.1.5 Introduce mechanisms, and External Quality Assessments for all

study programmes

Strategy 1.5.2 – Continually conduct reviews for non-accredited programmes and eliminate barriers of programme accreditation and programe reviews

1.5.2.1 Identify programmes to be accredited and professional bodies that will accredit the programme

1.5.2.2 Preparation of necessary documentation and apply for accreditation

1.5.2.3 Undergo accreditation process 1.5.2.4 Upgrade programmes if and when necessary based on the outcome

of the accreditation process


Strategy 1.5.3 - Provide professional development and training for alllevels of university management associated with accreditation and programme success

1.5.3.1 Organize training workshops for university management 1.5.3.2 Sending staff for related training programmes out side

Strategy 1.5.4 - Obtain NVQ certi�cate for all Certi�cate and Diploma Programmes

1.5.4.1 Obtain Registration for OUSL under NVTC 1.5.4.2 Applying for NVQ certi icate for individual programmmes 1.5.4.3 Undergo accreditation process

Goal 2: Improve Employable Quality and Career Enhancement of the Graduates

Objective 2.1 – Increase the number of graduates with ICT/Language Pro�ciency and Soft Skills by 100% by 2017

Strategy 2.1.1 – Compulsory ICT/Language/Soft Skills/ODL training for Undergraduates

2.1.1.1 Introduce a new course on skill development to all undergraduates

2.1.1.2 Integrate/offer a course on how to study using ODL methodology 2.1.1.3 Establish peer assisted student support systems

Objective 2.2 – Enhance the accessibility of the graduates to job oppor-tunities in the private sector (including foreign jobs) by 65 % of the total graduates who registered as unemployed by 2020

Strategy 2.2.1 – Strengthen/establish continuous partnerships with industries/organizations

2.2.1.1 Maintain continuous links with industries 2.2.1.2 Appoint members to the Faculty Boards / Course Teams from the

Industry 2.2.1.3 Establish information cells for employers and students


Strategy 1.5.4 - Obtain NVQ certi�cate for all Certi�cate and Diploma Programmes

Strategy 2.2.2 – Make ICT/Language/Soft Skills put of the curriculum

Strategy 2.2.3 – Strengthen Career Guidance Unit and provide continu-ous guidance for students

2.2.3.1 Organize career fair for the graduates 2.2.3.2 Organize personality development programmes for students

GOAL 3: Be a Centre of Excellence in Scholarship, Research and Innovation

Objective 3.1 – Increase the Current Research Activities of the Academic Sta� by 10% in every year

Strategy 3.1.1 – Strengthen the support for institutional and disci-plined-based research

3.1.1.1 Establish a separate unit for institutional research 3.1.1.2 Provide mechanisms to improve reward systems for excellence in

research 3.1.1.3 Strengthen the mechanisms and guidelines to carryout

postgraduate research/ODL research 3.1.1.4 Recognize the quali ications relevant to ODL for promotions

Strategy 3.1.2 – Establish research collaborations with local and foreign (external) agencies

3.1.2.1 Establish /Strengthen links with industry to identify areas of common research interests

3.1.2.2 Initiate collaborative research projects with Public and Private institutions

2.2.2.1 Incorporate changes to curriculum 2.2.2.2 Develop ICT/Language and soft skill courses to be offered 2.2.2.3 Find resource personnel to teach these courses and train them


Strategy 3.1.3 – Encourage sta�-student joint research

3.1.3.1 Establish special funding facility for staff-student joint research projects

Objective 3.2 – Publish more than 200 Quality Research Publications per Year

Strategy 3.2.1 – Enhance the quality of University Publications

3.2.1.1 Publish faculty journals and university journals annually/biannually

3.2.1.2 Appoint Editorial Boards comprising eminent scholars to review all publications

3.2.1.3 Invite international reviewers to be in the Editorial Board

Strategy 3.2.2 – Develop research skills of academic sta�

3.2.2.1 Conduct Seminars/workshops /training programmes on research skills for academic staff

Strategy 3.2.3 – Increase the number of books published and research paper presentations by sta�

3.2.3.1 Establish/strengthen a publication vote for staff publications at centre/faculty/university levels

3.2.3.2 Enhance funding for research paper presentations at the local and international conferences

Strategy 3.2.4 – Organize International and National Academic Seminars / Workshops / Conferences

3.2.4.1 Provide Regularly organize Annual Academic Research Sessions 3.2.4.2 Organize at least two international seminars per year


Strategy 3.1.3 – Encourage sta�-student joint researchGOAL 4: Increase Opportunities for Students Access and Success

Objective 4.1 - Increase the Student Enrollment of each Regional Centre to at least 3500 by 2020

Strategy 4.1.1 - Promote E-learning and Distance Education activities

4.1.1.1 Transform all degree and postgraduate study programmes into blended mode by 2018

4.1.1.2 Provide training and assistance to academic staff to develop online courses

Strategy 4.1.2 - Make special scholarships available to economically disadvantaged students

4.1.2.1 Establish a scholarship fund for the needy students

Strategy 4.1.3- Establish bridging programmes between professional quali�cations and Degree programmes

4.1.3.1 Develop rules and regulations

Strategy 4.1.4 - Expand Language, Computer Literacy and Certi�cate Courses to low Literacy Districts and Disadvantaged Communities

4.1.4.1 Establish a data bank of students in war torn areas and low literacy districts

4.1.4.2 Deliver the programmes through Regional and Study Centers

Strategy 4.1.5 - O�ering programmes for special groups such as Di�erently-abled individuals

4.1.5.1 Identify the differently-abled individuals in districts 4.1.5.2 Organize counseling programmes about the OUSL study

programmes


Strategy 4.1.6 - Create awareness about the Open University among general public

4.1.6 .1 Develop a new OUSL website 4.1.6 .2 Organize seminars at school level throughout the country 4.1.6.3 Strengthen promotional mechanisms to promote OUSL at various

levels

Strategy 4.1.7 - Increase new pathways to attract students to OUSL

4.1.7.1 Establish a client database 4.1.7.2 Strengthen the activities at the Public Information Of ice 4.1.7.3 Establish online pathway for allowing requests and providing

feedback 4.1.7.4 Increase enrolment in all study programmes

Objective 4.2 - Enroll at least 100 Foreign Students by 2020

Strategy 4.2.1 - O�er OUSL Programmes/Courses Overseas

4.2.1.1 Establish an International Academic Relations Unit in the University

4.2.1.2 Establish separate institute of “OUSL International” 4.2.1.3 Strengthen foreign collaborations and partnerships 4.2.1.4 Use web intensively for promotional purposes 4.2.1.5 Obtain support from the Ministry of Foreign Affairs and Sri Lankan

Missions abroad to give publicity to Open University study programmes

4.2.1.6 Create awareness about Open University study programmes through SAARC Secretariat within SAARC countries

4.2.1.7 Maintain lexibility in accommodating special requests from foreign students.

Strategy 4.2.2 - Increase International Exchange Programmes

4.2.2.1 Identify the countries and sign MOUs


GOAL 5: Create more Accessible and Conducive Academic Envi-ronment in the University

Objective 5.1 - Provide adequate space and equipment for lecture halls, laboratories, examination and administration Strategy 5.1.1 - Provide adequate space and facilities

5.1.1.1 Extension of Faculty of Education building 5.1.1.2 Renovate Health Science Department 5.1.1.3 New building for IT Division 5.1.1.4 New building for University stores 5.1.1.5 Rehab-work at TRF building at Nawala 5.1.1.6 Renovate Nawala staff Guest House 5.1.1.7 Construction of a new building for Maintenance Division 5.1.1.8 Supply water, electricity and sewerage facilities to the new

building for TRF

Strategy 5.1.2 - Develop Regional Centres (Provincial)

5.1.2.1 Prepare Master Infrastructure Plan for each Regional Center 5.1.2.2 Renovate the Kandy Regional Center and construct a new student

canteen 5.1.2.3 Extension to the main building of Anuradhapura Regional Center 5.1.2.4 Renovate main building of Badulla Regional Center 5.1.2.5 Construct a new building for Matara Regional Center 5.1.2.6 Construct a new building for Jaffna Regional Center and fens 5.1.2.7 New buildings for students’ canteen, library and reading room at

Colombo Regional Center 5.1.2.8 Construct a new building for Kurunegala Regional Center 5.1.2.9 Construct a new building for Ratnapura Study Center 5.1.2.10 Purchase a new land and construct a new building for Batticaloa

Regional Center 5.1.2.11 New Guest House for Jaffna Regional Center


Strategy 5.1.3 –Develop Study Center

5.1.3.1 Upgrade Hatton study center 5.1.3.2 Upgrade Kilinochchi study center

5.1.3.3 Establish a new center in Kuliyapitiya

5.1.3.4 Establish a new center in Tricomale 5.1.3.5 Establish a new center in Mannar 5.1.3.6 Establish a new center in Tangalle 5.1.3.7 Establish a new center in Mahiyanganaya 5.1.3.8 Establish a new center in Mullaitivu 5.1.3.9 Establish a new center in Nuwara Eliya

Strategy 5.1.4 - Provide necessary equipment and facilities for the entire university including all centers

5.1.4.1 Provide Furniture 5.1.4.2 Provide Of ice equipment 5.1.4.3 Provide Lab equipment 5.1.4.4 Provide Teaching equipment 5.1.4.5 Provide Plant and machinery 5.1.4.6 Rehab- plant and machinery 5.1.4.7 Rehab- plant equipment 5.1.4.8 Rehab-vehicles

Objective 5.2 - Enhance Student Centered Learning Environment

Strategy 5.2.1 - Provide learner support equipment in the University, Regional and Study Centers

5.2.1.1 Equip all lecture rooms with multimedia 5.2.1.2 Establish and Enhance capacities of IT laboratories 5.2.1.3 Make arrangements to supply Tablet-PCs to each student

Strategy 5.2.2 – Develop Library facilities and Learner Support Services

5.2.2.1 Purchasing e-books 5.2.2.2 Obtain e-databases and journals 5.2.2.3 Connect all Regional Centre Libraries to the Main Library


Strategy 5.2.3 - Improve ODL infrastructure facilities in the Campus/ Regional Centers

5.2.3.1 Connect all centers through a reliable Wide Area Network (WAN), 5.2.3.2 Improve internet connectivity 5.2.3.3 Provide video-conferencing facility to all Regional Centers.

Objective 5.3 - Reduce the carbon foot print in the university by 50% by 2020

Strategy 5.3.1 - Construct green environment and use environmental friendly energy sources, reduce and recycle water and waste

5.3.1.1 Use solar power panel to reduce electricity consumption 5.3.1.2 Preparing the Green Policy for the university 5.3.1.3 Use LED bulbs and reduce polythene use 5.3.1.4 Use ground water for washing and planting purposes 5.3.1.5

Maintain master plan for green landscape in the university

GOAL 6: Improve E�ectiveness and E�ciency in all Operations

Objective 6.1 - Reduce delays in administration and academic activities

Strategy 6.1.1 - Decentralize academic activities and administration

6.1.1.1 Amendment to the OUSL ordinance 6.1.1.2 Give more administrative and inancial autonomy to the Regional

Centers and Study centers 6.1.1.3 Appoint academic Directors and academic staff to the centers 6.1.1.4 Appoint required administrative / inancial staff and support staff

to all centers

Strategy 6.1.2 - Reduce the time gap between call for application and Registration

6.1.2.1 Introduce on-line registration 6.1.2.2 Strengthen parallel registration


Strategy 6.1.3 - Reduce time taken to release examination results

6.1.3.1 Introduce Conference Marking

Strategy 6.1.4 - Improve the operations of the Book Dispatch Unit

6.1.4.1 Introduce bar coding to all OUSL study materials 6.1.4.2 Implement proper stock control and management system

Objective 6.2 - Increase the generated income of the OUSL Strategy 6.2.1 - Operate all Regional Centers and special units cost-e�ectively

6.2.1.1 Conduct costing survey for all academic programmes and adjust fees structure more cost effectively

6.2.1.2 Commercialization of the Press and the CETMe

Objective 6.3 - E�ectively operate Open University Management Informa-tion System (OMIS) ensuring �nancial accountability and sustainability

Strategy 6.3.1 - Use ICT in Academic/ Administration and Financial Management

6.3.1.1 Activate all modules of OMIS 6.3.1.2 Provide necessary training for staff to use OMIS 6.2.1.3 Encourage students/staff to use “My-OUSL module of OMIS


Strategy 6.1.4 - Improve the operations of the Book Dispatch Unit

GOAL 7: Ful�ll Corporate Social Responsibility (CSR) of the University

Objective 7.1 – Enhance contribution to national development Strategy 7.1.1 - Participate in the process of national policy making

7.1.1.1 Increase staff involvement in policy making process 7.1.1.2 Encourage academic staff to conduct research related to social

issues and development 7.1.1.3 Organize seminars and workshops on national policy related

themes

Strategy 7.1.2 - Participate in Community and Social Development Programmes

7.1.2.1 Develop inter Community Support Programmes in various Subject Disciplines (Special Need Education, Legal aid, etc.)

7.1.2.2 Offer Foundation courses as OER aiming at GCE A/L students 7.1.2.3 Conduct community outreach seminars for GCE A/L students 7.1.2.4 Encourage students for Learning through Community Service 7.1.2.5 Encourage Life Long Learning opportunities for rural adults 7.1.2.6 Establish Pre-Schools and Day-Care centers

Objective 7.2 - Facilitate Reconciliation Process and Peace Strategy 7.2.1 - Improve Social integration through mutual understanding

7.2.1.1 Introduce the Progrmme of Social Harmony

7.2.1.2 Offer short courses in Second National Language 7.2.1.3 Develop trilingual glossaries 7.2.1.4 Encourage students to organize cultural events to enhance ethnic

cohesion among OUSL community 7.2.1.5 Organize workshops, seminars, cultural events to enhance

intercultural understanding and social integration


Documents

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