The University/HEI has put in place the organization structure, the governance and management system in compliance with what is prescribed in the Universities Act No. 16 of 1978 as amended, relevant Ordinances and their amendments, Universities Establishments Code, and the Circulars and Establishment Letters by the UGC and relevant ministries.
The University/HEI has a clear vision encapsulated in its Corporate Plan/Strategic Management Plan which enables it to meet the challenges of the 21st century and to acquire a competitive edge. Its mission and goals are compatible with this vision and supported by a well defined strategic plan for systematic future development within a specific time frame.
The University/HEI complies with the national policy framework for higher education which includes standards and guidelines issued by the MoHE, UGC and QAAC and other professional bodies where applicable, e.g. Sri Lanka Medical Council (SLMC) for Medicine. It will as far as possible also comply with other reference points such as the Sri Lanka Qualifications Framework (SLQF), Subject Benchmark Statements
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(SBS) and Codes of Practice. When the University or HEI deviates from these, there is a rational explanation based on context and or other factors. The University/HEI will also comply with the standards, by-laws and guidelines drafted by the Council/Senate/Academic Syndicate.
The management is vigilant about changes in the educational sphere nationally and globally. There is a visionary and dynamic leadership with ability to respond to continuous changes and challenges. Participatory management is promoted with a flexible mix of formal and informal mechanisms which encourage teamwork in a transparent manner. Informal/ad-hoc committees complement the work of the statutory bodies. The success of the University/HEI is dependent on the efficiency and effectiveness of the monitoring, evaluation and reporting mechanisms. This is output and outcome based rather than input or process based. Monitoring and evaluation procedures are built into all departments and programmes.
Managing resources such as space, money, material and human resources form the crux of organizational management based on forecasting, planning, implementation, and monitoring. The Institution complies with national administrative and financial regulations as well its own pre-approved Manual of Procedures or Standard Operational Procedures (SOPs). The institution generates income by optimum utilization of space and human resources. It has an efficient internal audit mechanism, complemented by an external auditing process.
Information and Communication Technology (ICT) is integrated into the system for teaching and learning, administration, research and community engagement. A user friendly Management Information System (MIS) is in place for effective and efficient management of operations. This system allows information to be logically stored and easily retrieved for instant availability of information and swift execution of tasks in a cost effective and efficient manner.
Administration is receptive to the welfare of staff and students and adequate welfare measures are in place for staff and students to function optimally.
The University/HEI strives to improve the employability of its graduates by maintaining a dialogue with a wide range of stakeholders and ensures that its products meet societal/labour market expectations. The stakeholders include national/regional government and legislative bodies; professional and statutory bodies; employers and industry; future students, alumni and parents; partner institutions and the wider society. The University/HEI considers quality as a strategic objective and is committed to fostering continuous improvement in teaching, learning and assessments. It engages in national, regional and international networks to share best practices in quality teaching.
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The University/HEI has clearly defined work norms for academic staff taking into account all aspects of workload including teaching, assessment, counselling, research, administrative work, outreach activities, community work, etc.
The University/HEI has clearly defined duties and responsibilities for administrative, technical and support staff.
Performance appraisal system for staff is available with the aim of identifying training needs, motivating, improving performance and retention.
The University has a clear QA framework supported by QA action plans, policies and procedures for reflection, review and systematic enhancement of existing practices. The University/HEI regards the availability of effective channels for student feedback
as a key element in monitoring of quality and standards. Detailed procedures may vary but must be clear and appropriately publicized. Faculties and departments have documentation that refers to consultative committees, feedback questionnaires, and student representation.
The University/HEI has a clear policy reflected in the Examination By-laws, Regulations and Manual of Examination Procedures. Faculties/departments are in a position to demonstrate that their processes comply with policy and all the relevant regulations. Key elements in the overall management of assessment processes are monitored closely such as appointment of examiners, examination conventions, examiners’ reports and examination of research degrees.
Academic staff are ensured a conducive teaching environment characterized by induction for new staff; regular staff skills audit and counselling; providing opportunities for staff development; providing appropriate physical facilities and technologies; assigning reasonable and fair teaching loads; and recognizing and rewarding outstanding teaching, research and community engagement.
The University/HEI has a clearly defined code of conduct for all categories of staff emphasizing the maintenance of the highest moral and ethical standards. This is effectively communicated to all staff at the time of appointment to the institution. The University/HEI strives to promote gender equity and equality (GEE) and deter any
form of sexual and gender-based violence (SGBV) amongst all categories of staff and students by adopting an appropriate policy and strategy drawn up in line with the UGC prescribed policy and strategy (on GEE and SGBV) and it is spearheaded through a task force/coordinating body with necessary empowerments and resources for effective implementation.
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The University/HEI adopts the policy of zero-tolerance to ragging and any form of intimidation/harassment among students and develops and adopts students’ disciplinary by-laws, framed according to UGC Circular 919 and implements the preventive and deterrent measures through a comprehensive network operated through academia, student counsellors, proctors, marshals and security staff.