G Cu Business Plan

Business Plan
GOVERNMENT COLLEGE UNIVERSITY LAHORE
Prepared by
Prof. Dr. Islam Ullah Khan (Dean, Faculty of Science and Technology)
Supported by
Ms. Fouzia Shahin (Director, Academic Planning and External Links)
Mr. Asif Saeed (Chairperson, Economics Department)
Mr. Najaf Yawar Khan (Director, Management Studies Department)
Col. (R) Malik Akmal Yousaf (Director, P&D)
Sarwer Shoaib (Deputy Treasurer)
Junaid Ahmed Noor (Lecturer, Economics Department)
Submitted to:
Higher Education Commission, Islamabad
Table of Contents
1. INTRODUCTION ................................................................................................................. 1
Our Distinction....................................................................................................................... 2
GCU Vision ........................................................................................................................... 3
Mission Statement.................................................................................................................. 4
Goals ...................................................................................................................................... 4
2. GOVERNANCE AND OWNERSHIP .................................................................................. 6
2.1: Governing Authorities and their role .............................................................................. 6
The Syndicate..................................................................................................................... 6
The Academic Council ...................................................................................................... 9
The Board of Studies ....................................................................................................... 11
The Selection Board ......................................................................................................... 12
The Advanced Studies and Research Board .................................................................... 13
2.2: Management Structure .................................................................................................. 14
Officers of the University ................................................................................................ 14
The Chancellor ................................................................................................................. 14
The Vice-Chancellor ........................................................................................................ 15
The Registrar .................................................................................................................... 16
The Treasurer ................................................................................................................... 17
The Controller of Examinations....................................................................................... 17
2.3: External Relations and Development ........................................................................... 18
3. ENVIRONMENTAL SCAN ............................................................................................... 20
3.1: Education sector in Pakistan (Higher education perspective) ...................................... 20
3.2: Competitiveness of Universities/Institutes ................................................................... 22
3.3: Competitors; Public and Private Universities/Institutes .............................................. 23
3.4: Application of SWOT tool ............................................................................................ 24
Strengths .......................................................................................................................... 24
Weaknesses ...................................................................................................................... 24
Opportunities.................................................................................................................... 24
Threats.............................................................................................................................. 25
3.5: Universities/Institutes Assessment tool ........................................................................ 25
a. Institutional Performance Evaluation (IPE) .............................................................. 25
b. Ranking of the University by HEC: ...................................................................... 25
3.6: Targets of the Concerned University’s /Institutes’ Business Plan ................................ 25
4. ACADEMIC PROGRAMS ................................................................................................. 27
Academic disciplines ........................................................................................................... 28
4.1: The introduction of new programs and the expansion of existing ones’ ..................... 28
Step-I: Board of Studies ................................................................................................... 29
Step-II: Board of Faculty: ................................................................................................ 29
Step-III: Planning & Development Department (P&D): ................................................. 29
Step-IV: Academic Council: ............................................................................................ 29
4.2: Curriculum (Review of existing and new ones) .......................................................... 29
Step-I: Board of Studies: .................................................................................................. 29
Step-II: Board of Faculty: ................................................................................................ 29
Step-III: Academic Council: ............................................................................................ 30
4.3: Method of delivery....................................................................................................... 30
4.4: Recognition and Certification ...................................................................................... 31
4.5: Research ....................................................................................................................... 31
4.6: Partnership and Outreach ............................................................................................. 32
4.7: Under Graduate Program ............................................................................................. 33
4.7.1: Strengthening the under graduate program ........................................................ 33
4.7.2: Attracting quality under graduate students ........................................................ 34
4.8: Post Graduate Program ................................................................................................ 36
4.8.1: Strengthening the post graduate program .......................................................... 36

4.8.2: Attracting quality post graduate students ........................................................... 36
4.9: Doctoral Program ......................................................................................................... 38
4.9.1: Strengthening the Doctoral Program ................................................................. 38
4.9.2: Attracting quality Doctoral Students ................................................................. 38
5. STUDENTS ..................................................................................................................... 40
5.1: Academic nurseries (Schools and colleges).................................................................. 40
5.2: Academic disciplines .................................................................................................... 44
5.3: International/ Foreign Students..................................................................................... 47
5.4: Support services for students ........................................................................................ 47
Libraries ........................................................................................................................... 48
Labs and other Facilities .................................................................................................. 50
Career Guidance and Placement Centre .......................................................................... 50
Theatre & Arts Facilities .................................................................................................. 51
Academic and Research Links with Other Universities/Institutions ............................... 51
Sports ............................................................................................................................... 51
Hostel Facilities ............................................................................................................... 52
5.5: Projected statistics for the students ............................................................................... 52
Strategy Formulation for Students ................................................................................... 53
Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets: ................ 53
Gender and Program wise Student Distribution .............................................................. 54
6. RESEARCH AND CONSULTANCY ........................................................................... 56
6.1: Inculcating the research and consultancy culture ........................................................ 56
Conferences, Seminars and Workshops, etc. ................................................................... 57
6.2: Revenue Generated from Research and Consultancy ................................................... 58
6.3: Management support for research and consultancy .................................................. 58
Strategy Formulation: ...................................................................................................... 60
Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets ................. 61
7. INTERNATIONAL ACADEMIC NETWORK .............................................................. 63
GCU’s experience of Foreign Collaboration ................................................................... 63
Impacts of Academic Links with foreign HEIs ............................................................... 64
Examples of successful foreign collaborations: ............................................................... 65
7.1: Strategic Linkages with the Universities/Institute of repute around the globe ............. 66
Key Result Area (KRAs), Key Performance Indicators (KPIs) and Targets ................... 68
7.2: Academic Program ....................................................................................................... 69
7.3: Student exchange program............................................................................................ 72
Summary .......................................................................................................................... 74
8. INFRASTRUCTURE AND FACILITIES ..................................................................... 75
8.1: Planning for infrastructure and facilities ................................................................... 75
8.1.1 Details of Existing and Planned Infrastructure ....................................................... 75
Strategy Formulation: Infrastructure and facilities .......................................................... 76
8.2: Establishment of IT Processes in the Campus/ E-Campus ........................................... 80
9. HUMAN RESOURCES .................................................................................................. 82
9.1: General human resource policies .................................................................................. 82
9.2 Recruitment and retention policies ............................................................................ 83
9.3:Growth and development (HRD) ................................................................................... 83
9.4: Performance management............................................................................................. 84
9.5:Remuneration and benefits ............................................................................................ 84
9.6: Projection of staff.......................................................................................................... 85
9.6.1: Projected number of academic staff....................................................................... 85
9.6.2: Projected number of PhD holders .......................................................................... 86

9.6.3: Projected number of administrative staff ............................................................... 87
Strategy Formulation for Human Resource ..................................................................... 87
10. FINANCE ..................................................................................................................... 89
10.1: Background ................................................................................................................. 89
10.2: Source of Income ........................................................................................................ 89
10.3: Financial Sustainability............................................................................................... 90
10.3.1: Income and Expenditure Statement ..................................................................... 90
10.3.2: Balance Sheet ....................................................................................................... 90
10.3.3: Cash flow statement ............................................................................................. 91
10.3.4: Maintaining financial bed ................................................................................... 91
10.3.5: Long term investment .......................................................................................... 91
10.3.6: Adopting and maintaining Entrepreneurizing culture ......................................... 91
Strategy Formulation for Financial Sustainability ........................................................... 91
10.4: Entrepreneurial thrive ................................................................................................. 92
10.4.1: Adoption of business plan for the university/institute to commercialize its

products ............................................................................................................................ 92
10.4.2/10.4.3: University’s programs, products and facilities can be franchised and

marketed both locally and internationally and Outcome of research can be
commercialized ................................................................................................................ 96
10.4.4: Separating management of non-core activities from the university through smart
partnerships with subsidiaries or outside parties ............................................................. 99
Strategy Formulation for Entrepreneurial thrive............................................................ 100
Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets: .............. 100
10.5: Resource allocation and administrative efficiency ................................................... 101
Strategy Formulation for Resource allocation and administrative efficiency ............... 101
11. NETWORKING ......................................................................................................... 102
11.1: Government agencies ................................................................................................ 102
11.2: Industry .................................................................................................................... 102
Internship and Placement Office .................................................................................... 104
11.3: Alumni ..................................................................................................................... 105
Old Ravians Union ......................................................................................................... 105
11.4: Community .............................................................................................................. 105
12. LINKAGES WITH NATIONAL AND INTERNATIONAL DONORS ................... 108
12.1: Generating revenue ................................................................................................... 108
12.2: Students Scholarships ............................................................................................... 109
1- HEC Scholarship for the Students of Balochistan and Fata ...................................... 109
2- GCU EFT Scholarships ............................................................................................. 109
3- Punjab Educational Endowment Fund (PEEF) Scholarships ................................... 110
4- Pakistan Engineering Congress Scholarship ............................................................. 110
5- Killa Gift Scholarship ................................................................................................ 110
6- Internal Merit District scholarship ............................................................................. 111
7- Pakistan Bait-ul-Mal .................................................................................................. 111
8- Hijri/Quaid-e-Azam Scholarship ............................................................................... 111
Strategy Formulation for Development of Linkages ..................................................... 111
13. MARKETING AND PROMOTION (BRANDING) OF ACADEMIC EXCELLENCE113
International MoUs ........................................................................................................ 113
National MoUs ............................................................................................................... 116
13.2: Outreach............................................................................................................... 118
13.3: University/institute as a Centre of excellence for the community of the world .. 119
13.4: External relations and communication ................................................................ 120
13.5: Create a robust University’s/Institute’s Community ........................................... 121

13.6: Develop a quality mindset ................................................................................... 122
Recommendations: ............................................................................................................. 125
Annexure ................................................................................................................................ 126
Annex-I .............................................................................................................................. 126
Situation Analysis Tool.................................................................................................. 126
Annex-A ............................................................................................................................. 132
Income and Expenditure Account .................................................................................. 132
Annex-B ............................................................................................................................. 134
Balance Sheet ................................................................................................................. 134

1. INTRODUCTION
Government College Lahore was opened on 1st January, 1864, with a class consisting of nine
students. After 138 years of meritorious evolution and achievement, Government College,
Lahore was raised to the status of a University in 2002. It was renamed as Government College
University Lahore. This institution takes pride in being the oldest educational institution of
higher learning in Pakistan. With over 7000 students and 420 members of teaching faculty, it
is a Centre of academic excellence and intellectual development. We started the journey of
modern progress in 1997, and after getting the University status in 2002 embarked on a planned
programme of institutional development to match the challenges of the 21st century.
A Brief History
Opening of the College (Affiliation with Calcutta University). 1864

Punjab University was established with the efforts of the Principal of Government 1882
College. Thereafter, GC was affiliated with Punjab University.
Awarded Autonomy in financial and administrative affairs. 1989
Granted Degree Awarding Status under the Act of 1997. 1997
GC elevated to a University. 2002
This Institution is one of the oldest seats of learning in the sub-continent. As a seat of higher
learning GC University, Lahore blends old traditions and modern educational standards to meet
the ideals set by persons such as the first principal Dr. G. W. Leitner and the poet philosopher,
Dr. Muhammad Iqbal. This institution’s motto – Courage to Know – has over the time span of
nearly a century and a half promoted the spirit of curiosity, inquiry and independent pursuit of
knowledge among generations of students.
The University provides instructions in the English language in all major disciplines of the
Faculties of Science and Technology, Engineering, Arts & Social Sciences and Languages,
Islamic & Oriental Learning. The academic departments at GCU offer a wide choice of subjects
with flexible study options that meet the needs and interests of the students at both the
undergraduate and postgraduate levels. The stimulating environment of GCU has helped some
of our postgraduate departments to take a lead in certain areas of specializations such as
Mathematics (Abdus Salam School of Mathematical Sciences), Biotechnology (Institute of
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Industrial Biotechnology), Chemistry, Economics (ESME), Physics (Centre for Advance
Studies in Physics, Psychology (Clinical Psychology), etc.
Our graduates continue to be leaders in all walks of life, from scientists to litterateurs, from
philosophers to bureaucrats, and poets to politicians. The academic programs at the University
aim at imparting interdisciplinary knowledge, a broad vision and a critical insight of current
problems. GC University Lahore remains committed to its old traditions and values of tolerance
and respect for other people’s views and ideas. GCU takes special measures through
discussions, co-curricular activities, writing of term papers and dissertations to make the
learners confident in their understanding of innovative themes and topics. Every student is thus
brought into the mainstream academic culture of the GC University. GCU is committed to act
as a promoter of quality education for all.
Our Distinction
GC University Lahore has attained a distinguished place among Pakistani Universities due to
its strong commitment to teaching and research pursuits. Two former students won Nobel
Prizes: Dr. Abdus Salam (Physics) and Dr. Hargobind Khorana (Chemistry). This young
university has achieved the following distinctions since its inception in 2002:
# Item Description
1 HEC ranked GCU in General Universities in 2004. 6th
2 On the basis of Research Publications which appeared in ISI Indexed Journals in 2006 6th
GCU was ranked.
3 On the basis of Research Publications which appeared in ISI Indexed Journals during 5th
2007-2008-2009 GCU was ranked.
4 As per the latest quantitative assessment, QEC at GC University Lahore has obtained 1st
total score of 84% for the period ending December 31, 2011.
5 GCU ranking on the basis of quality teaching and research in General University 2nd
(others) 2012 by the HEC.
6 No. of GCU faculty members who achieved the "Research Product Award-2011-12" 13
by Pakistan Council for Science and Technology (PCST), Islamabad
7 No. of GCU faculty members including Vice Chancellor awarded the prestigious 23
“Research Productivity Award 2012-2013” by the PCST
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8 In early 2011, the Abdus Salam School of Mathematical Sciences (ASSMS) was honored by being
named one of three emerging regional Centers of Excellence by the European Mathematical Society.
GCU Vision
GC University Lahore is a modern, demand-driven, futuristic, quality conscious and affordable

public sector university. The university wishes to build its future through internationally
recognized research work, scholarship and learning within a distinctive scholarly environment.
We believe in creating an environment in which academic excellence can be combined with

opportunities for personal development and enabling individuals to make their own future. For
this purpose our plans embrace three additional strategic directions: institutional
collaboration, international links and open-learning to increase flexibility and interaction.
In order to meet the upcoming global challenges, GCU has expanded the horizon of its
educational system. The University’s spirit of cooperative development allows affiliations and
collaborations with internationally well-reputed universities. In fulfilling its purpose, GCU
holds the following values:
 We are committed to remaining a research-led institution, valuing knowledge and

learning for its own sake as well as for the cultural, social and economic benefits it
offers.
 We are committed to the communication of knowledge and learning, through an
environment in which leading academic staff teach and engage in dissemination of
knowledge to a broader community.
 We believe in creating an environment in which academic excellence can be combined
with opportunities for personal development, so enabling individuals to create their own
future;
 We respect the academic freedom of all staff and students so that they might confidently
engage in leading edge and innovative knowledge-creation and debate;
 We are committed to promoting diversity and equality of opportunity for all staff and
students;
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 We seek to recruit and develop staff and students of the highest quality, recognizing
that people are our primary resource;
 We will ensure that our activities are carried out ethically and to the highest academic
and cultural standards.
GC University strives to create a culture of excellence that fulfils the needs of the country with
high quality graduates. Our strong academic traditions and creative energy will distinguish us,
guide our decision making and empower us for continuous improvement.
Mission Statement
“Government College University Lahore is committed to create and disseminate knowledge

leading to academic and research excellence along with developing individuals for a better
tomorrow keeping its liberal values and cultural traditions of pluralism and scholarship.”
Goals
 To enhance and expand GCU’s academic programs by setting up new Schools and
Departments and launching new Programs such as medical school with the teaching
hospital, School of Chemical Sciences, Economics, Management, Environmental
Sciences, Biophysics, and Mathematical Sciences etc.
 To strengthen research profile by establishing research groups in Atomic and Laser
Physics, Biotechnology, Clinical and School Psychology, Entrepreneurship, Industrial
Chemistry, Mathematics, Plasma Physics, Sustainable Development and
Telecommunications.
 To overcome the constraint of senior faculty by hiring Professors and Associate
Professors in different academic departments.
 To minimize income expenditure gap to become financially sustainable in the future
 To achieve the target of becoming one of the top 300 Universities in Asia and 500 in
the world ranking by assuring quality teaching, high standards of research as well as
improving organizational and managerial efficiency along with the extended facilities
for the faculty and students.
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 Offer market driven as well as market-driving, state-of-the-art courses in modern
disciplines with small class-size, comfortable environment, better facilities, modern
equipment, and updated syllabi.
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2. GOVERNANCE AND OWNERSHIP
Government College University Lahore is a public sector university. The framework within
which GC University operates is based upon the “Government College University Lahore
2002, Ordinance and Statutes and is implemented by a strong administrative backbone. As per
Charter of the University the following are the authorities and officers of the University:
2.1: Governing Authorities and their role
The following are the Authorities of the University:-
(a) The Syndicate

(b) The Academic Council
(c) The Board of Faculties
(d) The Selection Board
(e) The Advanced Studies and Research Board
(f) The Finance and Planning Committee
(g) The Affiliation Committee
(h) The Discipline Committee and
(i) Such other Authorities as may be prescribed by Statutes and Regulations.
The Syndicate
Composition of the Syndicate
The Syndicate vested with executive authority, presently comprises the following members.
The members shall hold office for three years. The number of members to constitute the
quorum for a meeting of the Syndicate shall be eight.
i. the Vice-Chancellor who shall be its Chairperson:
ii. the Chief Justice of the Lahore High Court or a Judge of the Lahore High Court
nominated by him;
iii. three members nominated by the Punjab Assembly.
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iv. the Secretary to Government of the Punjab, Education Department or his nominee not
below the rank of Additional Secretary;
v. the Secretary to Government of the Punjab, Finance Department or his nominee not
vi. the Secretary to Government of the Punjab, Law and Parliamentary Affairs Department
or his nominee not below the rank of Additional Secretary;
vii. the Chairman of the Higher Education Commission (HEC) or his nominee not below
the rank of a whole time member of the Commission;
viii. one Vice-chancellor of any public University of the Punjab to be nominated by the
Chancellor;
ix. three Deans of the faculty to be nominated by the Chancellor;
x. three Directors of institutes to be nominated by the Vice Chancellor;
xi. four persons of eminence to be nominated by the Chancellor;
xii. Chairman Board of Intermediate & Secondary Education, Lahore,
xiii. two Principals of constituent colleges to be nominated by the Government:
xiv. two Principals of affiliated colleges to be nominated by the Government; and
xv. the Executive District Officer (Education), Lahore.
Powers of the Syndicate

(1) The Syndicate shall be the executive body of the University and shall, subject to the
provisions of this Ordinance and Statutes, take effective measures to raise the
standard of teaching, research, technological development, publication and other
academic pursuits and exercise general supervision over the affairs and management
of the property of the University.
(2) Without prejudice to the generality of the foregoing powers and subject to the
provisions of this Ordinance, the Syndicate shall have the powers to –
i.Hold, control and administer the property and funds of the University;
ii.Govern and regulate, with due regard to the advice of the Finance and Planning
Committee in this behalf, the finances, accounts and investments of the University
and for that purpose, to appoint such agents as it may deem fit;
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iii.Consider and approve the annual report, the annual and revised budget estimates and
to re-appropriate funds from one major head of expenditure to another;
iv.Transfer and accept transfer of movable or immovable property on behalf of the
University;
v.Enter into, vary, carry out or cancel contracts on behalf of the University;
vi.Cause proper books of account to be kept for all sums of money received and
expended by the University and for the assets and liabilities of the University;
vii.Invest any money belonging to the University including any unapplied income in
any of the securities described in section 20 of the Trusts Act, 1882 (II of 1882), or
in the purchase of immovable property or in such other manner, as it may determine,
with the like power of varying such investments;
viii.Receive and manage any property transferred, grants, bequests, trusts, gifts,
donations, endowments and other contributions made to the University;
ix.Determine the form, custody and regulation of the use of the Common Seal of the
University;
x.Provide buildings, libraries, premises, furniture, apparatus, equipment and other
means required for carrying out the work of the University;
xi.Establish and maintain halls of residence and hostels or approve or license hostels or
lodgings for the residence of students
xii.Affiliate or disaffiliate Colleges and Institutes;
xiii.Admit educational institutions to the privileges of the University and withdraw such
privileges;
xiv.Arrange for the inspection of the Academic Departments;
xv.Institute Professorships, Associate Professorships, Assistant Professorships,
Lectureships and other posts and to suspend or abolish such posts.
xvi.Create, suspend or abolish such administrative, technical, research, extension or
other posts as may be necessary;
xvii.Appoint University teachers and other officers on the recommendation of the
Selection Board for teaching and other posts in BS-17 or equivalent and above;
xviii.Confer with prior approval of the Chancellor, Honorary Degrees in accordance with
the conditions prescribed;
xix.Prescribe the duties of the officers, teachers and other employees of the University
and of those working in the University on deputation or on contract;
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xx.Appoint members to the various Authorities, Committees and Bodies in a prescribed
manner;
xxi.Remove any person from the membership of any authority if such person has
accepted any assignment which involves his absence from the University for a
continuous period of six months or more;
xxii.regulate, determine and administer, all other matters concerning the University and
to this end exercise all necessary powers not specifically mentioned in this Ordinance
and the Statutes but not inconsistent with the provisions of this Ordinance;
xxiii.Appoint Professors Emeritus on such terms and conditions as may be prescribed;
xxiv.Suspend, punish and remove from service in the prescribed manner officers, teachers
and employees whom it is empowered to appoint;
xxv.Consider and approve regulations recommended by the Academic Council;
xxvi.Approve Statutes and recommend those drafts of the Statutes, for approval of the
Chancellor, which pertain to terms and conditions of service of the University
employees;
xxvii.Delegate any of its powers to an Authority or officer or a committee or sub-
committee; and
xxviii.Perform such other functions as may be assigned to it by this Ordinance and the
Statutes.
The Academic Council
Composition of the Academic Council
The following members are part of the Academic Council:
i. the Vice-Chancellor who shall be its Chairperson:

ii. the Deans;
iii. the Directors of Institutes;
iv. the Principals of constituent colleges;
v. the Principals of affiliated colleges;
vi. the Professors including Professors Emeritus;
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vii. two Associate Professors, two Assistant Professors and two lecturers to be elected
from amongst themselves;
viii. the Chairpersons of the Academic Departments;
ix. five persons to be nominated by the Chancellor:
x. three persons of eminence to be nominated by the Syndicate;
xi. the Secretary to Government of the Punjab, Education Department or his nominee not
xii. the Executive District Officer (Education), Lahore;
xiii. two persons from the private sector to be nominated by the Chancellor;
xiv. two experts in the field of education to be nominated by the Chancellor;
xv. the Registrar (Member/Secretary)
xvi. the Controller of Examinations; and
xvii. the Chief Librarian.
(2) The members of the Academic Council, other than ex-officio members, shall hold office
for three years; and if the office of any such member becomes vacant before the expire of
such terms, such vacancy shall be filled in the prescribed manner.
(3) The quorum for a meeting of the Academic Council shall be one- third of the total number
of members, a fraction being counted as one.
Powers of the Academic Council
a. The Academic Council shall be the academic body of the University and shall, subject
to the provisions of this Ordinance, the Statutes and the Regulations, have the powers to
lay down proper standards of instruction, research, publication and examination and to
regulate and promote the academic life of the University and affiliated colleges.
b. In particular and without prejudice to the generality of the foregoing provisions

and subject to the provisions of this Ordinance, the Statutes and the Regulations, the
Academic Council shall have the powers to –
i. Advise the Syndicate on academic matters;
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ii. Regulate teaching, research and examinations;
iii. Regulate the admission of students to the courses of studies and examinations of
the University and affiliated colleges;
iv. Regulate the award of studentships, scholar ships, medals and prizes;
v. Regulate the conduct and discipline of students of the University and affiliated
colleges;
vi. Propose to the Syndicate schemes for the constitution and organization of
faculties, institutes and other academic bodies;
vii. Make Regulations on the recommendations of the Boards of Faculties and the
Boards of Studies for consideration and approval of the Syndicate;
viii. Propose for each academic year, on the recommendations of the Boards of Studies
of the University, Regulations prescribing the courses of studies, the syllabi and
the outlines of tests for all examinations; provided that, if the recommendations of
a Board of Faculties or the Board of Studies are not received by the prescribed
date, the Academic Council may, subject to the approval of the Syndicate permit
such Regulations to continue for the following years;
ix. Recognize the examinations of other Universities or examining bodies as
equivalent to the corresponding examinations of the University;
x. Appoint members to the Authorities in accordance with the provisions of this
Ordinance; and
xi. Perform such other functions as may be prescribed by the Statutes.
The Board of Studies
Composition of Board of Studies
There shall be a separate Board of Studies for each subject or group of subject, as may
prescribed by Regulations.
i. the Director of the Institute/Chairperson of the University Institute! Teaching
Department
ii. all Professors and Associate Professors in the Institute/University Teaching
Departments;
iii. two experts to be appointed by the Vice-Chancellor;
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iv. three teachers, other than University teachers, to be appointed by the Syndicate from
Colleges; and
v. one Assistant Professor and one Lecturer to be appointed by rotation in order of
seniority from the Department concerned.
Powers of the Board of Studies
The functions of the Board of Studies shall be to –
i. Advise the Authorities on all academic matters connected with instruction,

publication, research and examination in the subjects concerned;
ii. Propose curricula and syllabi for all degree, diploma and certificate courses in the
subjects concerned;
iii. Suggest a panel of names of paper setters and examiners in the subjects concerned;
and
iv. Perform such other functions as may be prescribed by Regulations.
The Selection Board
Powers of the Selection Board
The Selection Board for teaching and other posts considers the applications received in
response to an advertisement or cases of persons whose services are to be acquired on
deputation basis, and recommend to the Syndicate the names of suitable persons for
appointment to teaching or other posts, as the case may be, and may also recommend –
i. the grant of a higher initial pay in a suitable case for reasons to be recorded;
ii. the appointment of an eminently qualified person to a Professorship in the University
on terms and conditions other than those prescribed;
iii. cases of move-over and award of increments/cash award on the basis of research
contribution as prescribed.
iv. In the event of unresolved difference of opinion between the Selection Board and the
Syndicate, the matter shall be referred to the Chancellor whose decision thereon shall
be final.
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The Advanced Studies and Research Board
Composition of the Advanced Studies and Research Board
The following are members of the Advanced Studies and Research Board:
i. the Vice-Chancellor (Chairperson);
ii. the Deans;
iii. three University Professors other than Deans to be appointed by the Syndicate;
iv. three University teachers having research qualifications and experience to be
appointed by the Academic Council; and
v. three teachers from affiliated colleges having research qualifications to be appointed
by the Academic Council.
(2) The term of office of members of the Advanced Studies and Research Board, other than
ex-officio members, shall be three years.
(3) The quorum for a meeting of the Advanced Studies and Research Board shall be one-half
of the total number of members, a fraction being counted as one.
Powers of the Advanced Studies and Research Board

The functions of the Advanced Studies and Research Board are to –
i. advise the Authorities on all matters connected with the promotion of Advanced Studies
and Research in the University;
ii. consider and report to the Authorities on the institution of research degrees in the
University;
iii. propose Regulations regarding the award of research degrees;
iv. appoint supervisors for research studies and to determine the subjects of their thesis;
v. recommend panels of names of paper setters and examiners for research examinations after
considering the proposals of the Board of Studies in this behalf; and
vi. perform such other functions as may be prescribed by Statutes.
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2.2: Management Structure
Officers of the University

The officers of the university constitute its management structure which is given in the chart
below:
The powers of major functionaries are given below:
The Chancellor
1) The Governor of the Punjab shall be the Chancellor of the University.

2) The Chancellor or his nominee shall preside at the convocation of the University.
3) If the Chancellor is satisfied that the proceedings of any Authority or the orders of any
officer are not in accordance with the provisions of this Ordinance, the Statutes, the
Regulations or the Rules, he may, after calling upon such Authority or officer to show
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cause why such proceedings or orders should not be annulled, by order in writing, annul
such proceedings or orders.
4) Every proposal to confer an honorary degree shall be subject to confirmation by the
Chancellor.
5) The Chancellor shall have the power to assent to such statutes as are required to be
submitted to him by the University or withhold assent or refer them back to the
University for reconsideration.
6) The Chancellor may remove any person from the membership of any Authority if such
person –
i. has become of unsound mind; or
ii. has become subject to any incapacity which prevents him from functioning as
member of such Authority; or
iii. has been convicted by a court of law of an offence involving moral turpitude;
or
iv. does not attend three consecutive meetings of the Authority, without intimation
to the Vice-chancellor; or
v. remains absent from the country for more than six months without intimation to
the Vice-Chancellor:
The Vice-Chancellor
(1) The Vice-Chancellor shall be the principal executive and academic officer of the University
and shall ensure that the provisions of this Ordinance, the Statutes, the Regulations and the Rules are
faithfully observed in order to promote the general efficiency and good order of the University and
shall have all powers necessary for this purpose, including administrative control over all officers,
teachers, students and employees of the University.
(2) The Vice Chancellor shall, in the absence of the Chancellor, preside at a convocation of the
University and shall, if present, preside at the meetings of the Authorities or other bodies of the
University, colleges and institutes of which the Vice Chancellor may or may not be the head.
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(3) The Vice Chancellor may take such actions in an emergency as may be considered
necessary by him and report thereafter as soon as possible, the action so taken to the officer,
Authority or other body which in the ordinary course would have taken that action.
(4) The Vice Chancellor shall also have the powers to –

i. create and fill temporary posts for a period not exceeding six months;
ii. sanction all expenditures provided for in the approved budget and to re-
appropriate funds within the same major head of expenditure;
iii. sanction and re-appropriation of an amount not exceeding one lac and fifty
thousand rupees for an unforeseen item not provided for in the budget and report
it to the Syndicate at its next meeting;
iv. appoint paper setters and examiners for all examinations of the University after
receiving panels of names from the relevant authorities;
v. to make such arrangements for the scrutiny of papers, marks and results as he
may consider necessary;
vi. direct teachers, officers and other employees of the University to take up such
assignments in connection with teaching, research, examination, administration
and such other activities in the University as Vice Chancellor may consider
necessary for the purpose of the University;
vii. delegate, subject to such conditions if any, as may be prescribed, any of the
powers under this Ordinance to an officer of the University;
viii. to exercise general control and supervision over the system of
examinations in the University;
ix. to appoint visiting Professors in various disciplines for a period not more than
one academic year on the terms and conditions as prescribed; and
x. exercise and perform such other powers and functions as may be prescribed.
The Registrar
(1) The Registrar shall be a whole time officer of the University and shall be appointed by the
Chancellor on the recommendations of the Government which shall consider for this purpose
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a panel of three persons recommended by a Search Committee appointed by the Syndicate and
headed by the Vice-Chancellor on such terms and conditions as it may determine.
(2) Under the general supervision of the Vice Chancellor, the Registrar shall –
i. be the custodian of the Common Seal and the academic records of the
University;
ii. maintain a register of Registered Graduates in the prescribed manner;
iii. conduct elections of members to the various authorities in the prescribed
manner;
iv. be the Secretary of the Syndicate, the Academic Council, Advanced Studies and
Research Board, the Selection Board and such other Committees as may be
prescribed; and
v. perform such other duties as may be specified by the Vice-Chancellor and other
authorities from time to time.
The Treasurer
The Treasurer shall be a whole time officer of the University appointed by the Chancellor on
the recommendation of the Government on such terms and conditions as the Chancellor may
determine. The Treasurer shall–
i. manage the property, the finances and the investments of the University;
ii. prepare the annual and revised budget estimates of the University and present
them to the Finance and Planning Committee and the Syndicate;
iii. ensure that the funds of the University are expended on the purposes for which
they are provided;
iv. perform such other duties as may be prescribed; and
v. be the Secretary of the Finance and Planning Committee.
The Controller of Examinations

The Controller of Examinations shall be a whole time officer of the University and shall be
appointed by the Chancellor on the recommendations of the Government which shall consider
for this purpose a panel of three persons recommended by a Search Committee appointed by
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the Syndicate and headed by the Vice-Chancellor on such terms and conditions as may be
determined by it. The Controller of Examination shall be responsible for all matters connected
with the conduct of examinations and perform such other duties as may be prescribed.
2.3: External Relations and Development
The Academic Planning & External Links department, established in 2006, is an integral part
of the University working towards achieving its strategic objectives in line with the GCU
Vision.
GCU Lahore has strong linkages with highly prestigious local and foreign public and private
sector universities, institutions and civil society organizations, and has thus signed 148 MoUs/
Agreements, including 116 international and 32 national partnerships. Other than these formal
linkages, all the departments of the university have informal linkages with national and
international HEIs and the number of these informal linkages exceed 200. GCU has strong
networking and linkages with funding agencies such as USAID; British Council; DAAD;
DFID; AUSAID; Civil Society Organizations; WWF; PEP Foundation, USA; Foreign
Embassies. The University has strong liaison with Higher Education Commission, Pakistan;
Ministry of Science and Technology; Pakistan Science Foundation; Government of the Punjab;
Banks, industries, and corporate sector as well as with Civil Society Organizations and GCU
Alumni.
Under these collaborations, various teaching departments are getting benefits of

initiating joint research projects, research supervision; curriculum development, labs
development and up-gradation, faculty and student exchange, stipend, internship and training
to GCU students, job placement to GCU graduates, sharing of resources as well as organizing
joint workshops, seminars and conferences. These collaborations have been providing access
to valuable financial, technical and managerial resources besides strengthening the University
academic and research programmes. The purpose of the collaboration with various local and
foreign universities and institutions is to ensure the training of our faculty members and young
scholars in interdisciplinary research methods and theoretical approaches. GCU is actively
looking forward for more active foreign and local collaborations and funding for its faculty
development programme and research projects.
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Inviting delegations from abroad and prestigious national institutions is a prominent
feature of External Links office and since 2007 more than 70 national and foreign delegations
have visited GCU. Over the next five years, more external links will be developed. During this
phase, MoUs signed with various educational institutions will be made operational. A core
component of these agreements will be faculty exchange, student exchange, strengthening of
academic programs and development of new research areas. The details of MoUs and academic
partnerships which are expected to be focused and finalized over the period 2013-18 are
provided in the chapter on International Linkages.
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3. ENVIRONMENTAL SCAN
3.1: Education sector in Pakistan (Higher education perspective)
In view of our prevailing national needs for long-term progress, superior quality higher
education comes out as the fundamental requirement. The Net Enrolment Rate in education has
been increasing in Pakistan but still we lag behind other South Asian countries. The resource
allocation as a percentage of the GDP remains low. Pakistan is ranked as one of the lowest
spenders on education in the region (Public expenditure on education lies on the fringes of 2
percent of the GDP).Gender disparities persist in education; Pakistan has one of the lowest
female enrolment/participation rates in the region. At the current rate of progress, it will be
difficult for Pakistan to meet the Millennium Development Goals (MDG) targets on education
by 2015. However, the government recently approved the new national education policy, which
stipulates that education expenditure will be increased to 7% of GDP by 2015. It implies that
the education sector should be treated as a special sector by immunizing budgetary allocations
for it from fiscal stresses and political and economic instabilities. There is a need to debate
others options about how Pakistan can "invent" the miracle of raising education expenditure to
the desired level.
The mushroom growth of universities and degree awarding schools and colleges both in the
private and public sectors have made the educational milieu highly competitive and
challenging. GCU is 3.2% of the total public sector in Punjab in terms of student enrolment in
higher education. Nonetheless, GCU has vigorously strived to sustain her traditional glory and
has emerged as a beacon of light for her sister institutions particularly in the realms of
Mathematics, Chemistry, Biotechnology and Physics. The Abdus Salam School of
Mathematical Sciences (ASSMS) is recognised as a Centre of excellence in Mathematics with
its world class team of 31 foreign Professors. In the last 5 years, ASSMS has produced 88
Ph.D.’s and published 945 research articles in ISI journals. This makes ASSMS the argest
contributor of mathematical research in Pakistan.
The Department of Chemistry has churned out more than 400 research articles in ISI journals
in the last 5 years. It has succeeded in acquiring patent for Analytical Grade Salt (US Patent
No.US8273321 B1) for pharmaceutical and chemical industries in year 2012, and has filing
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US Patent for Nano-leucite Nitrogen Fertilizer, which enhances the efficiency of the Nitrogen
fertilizers by many days. In collaboration with DESCON Chemicals, the Department of
Chemistry undertook a model university – industry collaborative project to develop water
based laminating adhesive. This initiative was taken in 2009 in view of the prospective
worldwide growth of packaging industry up to 597 billion dollars with Asia having a 27%
market share. This technology was transferred to DESCON at the cost of Rs. 2.3 millions. The
Royal society of London and OIC jointly conducted a research study of this project as role
model for university-industry collaboration. It has been adopted as a case study for teaching
and research at the Lahore University of Management Sciences. It has developed a process for
the production of Humic Acids from indigenous sources in 2010. This technology was sold to
RL Enterprises for Rs. 0.5 million. In addition, the Department has also developed for the
production of Maltodextrins from broken rice. These technologies are ready for sale. The
Department of Chemistry has created vast opportunities for human resource development in
the field of X-Ray Crystallography. The Department is providing testing services to industry
and academic institutions of X-Ray Crystallography, HPLC method development and analysis
of pharmaceutical drugs, effluent analysis on atomic absorption, elemental analysis on CHNS
analyser and antioxidant activities of natural and synthetic drugs. In addition to these the
department is providing drug testing services for anticancer drugs for Shaukat Khanum
Memorial Cancer Hospital and Research Centre at the initial cost of Rs. 0.3 million. The
Department has also established facilities for the promotion of Forensic Sciences and offers
MS level as well as diploma courses in Forensic Sciences in order to meet the growing needs
of forensic laboratories being set up at the district and provincial levels of Punjab. It will go a
long way in the curtailment of crime. These examples show that GC University is contributing
enormously to the growth of research in natural sciences disciplines in the country and
benefitting the people who are engaged in higher research in the fields of mathematics,
chemistry, physics and biotechnology.
GCU has long standing traditions of consistent, first rate academic and co-curricular activities.
The students and teachers of GCU alias Ravians have done pioneering work under the aegis of
the GCU Dramatics Club, the Debating Society, Nazir Ahmad Music Society, The Ravi (the
oldest literary magazine of the Subcontinent which is edited by students), The Scientific Ravi,
The Gazette and numerous literary, scientific and other societies/clubs, and sports activities.
The University thus provides ample opportunities to students to discover themselves, to realize
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their potential and prepares them for the challenges of life. In particular, the dramatics and
debates offer a unique edge to the learning environment of GCU which is not to be found at
any other educational institution of Pakistan. Based on the decades old expertise of Ravians in
these domains, a state-of-the-art Institute of Performing Arts will be established in the next five
years which will cater to the training of youth in theatre, elocution, music, film and television
drama production, radio/television anchoring and news reading, documentary making etc.
GCU is better place to take this initiative as no other institution in Pakistan enjoys such a rich
extracurricular and co-curricular background. This rich extracurricular and co-curricular
background contributes in the development of bright and talented students who join different
professional backgrounds and proceeds for higher studies on scholarships.
3.2: Competitiveness of Universities/Institutes
GCU enjoys competitiveness in academic disciplines like chemistry, mathematics, physics and
biotechnology. ASSMS is one of the fastest growing doctoral schools in the world. It trains
professional scientists to pursue the study of scientific and technological problems by
mathematical methods, and to undertake research in various branches of mathematical
sciences. ASSMS has Pakistan's strongest PhD program in Mathematics.
The Department of Chemistry offers highly competitive programmes with a carefully planned
curriculum and based on the latest concepts of higher learning and research in accordance with
the guidelines provided by the Higher Education Commission. The department’s contribution
especially in the areas of crystallography and forensic science set it apart from other
departments and institutes of chemistry all over the country.
Institute of Industrial Biotechnology (IIB) is a vibrant and ambitious institute which has gained
a good repute in the University and the society due to its strong commitment to excellence both
in research and teaching during the last five years. It has produced indigenous experts in
Microbiology and Biotechnology which has enhanced employment opportunities for qualified
students both in industrial research and development markets.
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The Centre for Advanced Studies in Physics provides high quality R & D activities in
experimental physics by imparting training to researchers in high tech equipment. The use of
sophisticated machinery like Pelletron Accelerator, Scanning Electron Microscope (SEM),
Transmission Electron Microscope (TEM), Scanning Probe Microscope (5PM), Lasers,
Universal Material Testing Machine and RF Induction Furnace have made the Centre distinct
among other Departments of the University.
However, in the field of social sciences there are gaps and challenges of faculty development
and research. This is partially due the meager resources available for growth and development
of social sciences. The university plans to enhance its emphasis in the disciplines of the social
sciences in the coming years by focusing on producing more PHDs in encourage to facilitate
academic growth of departments.
There are some aspects in which social sciences also enjoy advantages especially in
management, entrepreneurship and languages. Management studies is a research informed
department offering graduate, postgraduate and post-experience programmes with
international terms. Department of Persian contribution in Mysticism and Persian Language
and Persian Literature has enhanced for demand of students in Persian knowledge and literature
especially and more students are attracted toward this disciplines.
Department of Economics launched MS Entrepreneurship and SME Management in 2008, on

the basis of capabilities developed during the joint Higher Education Commission and British
Council funded link project. The objective of this program is to prepare students for
entrepreneurial pursuits. The practical aspect of entrepreneurship is specially highlighted in the
form of a Real-Life Business Creation Exercise that every student of this program has to
complete. This program is a source of competitive edge as no other university offers MS in
Entrepreneurship and SME Management.
3.3: Competitors; Public and Private Universities/Institutes

The university is facing competition from:
 Private Sector Institutes in disciplines of social sciences such as Economics,

Management Studies, Accounting and Psychology.
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 Public sector institutes competing for funding in various national and international
organizations.
3.4: Application of SWOT tool
Strengths
1. Reputation, History, Goodwill and Geographical Location
2. Strong Alumni Relationship
3. Co-curricular and Extracurricular activities.
4. Adherence to well defined Academic Calendar
5. Research Facilities in selected academic disciplines such as Physics (Laser,
Plasma), Chemistry (Crystallography) , Mathematics (Centre for excellence for
mathematical research in Pakistan) and Biotechnology leading to Patents and
Research Publications
6. Affordable Fee Structure
7. Pioneers in the establishment GCU Endowment Fund Trust
8. First to establish Career Guidance and Placement Centre, Centre for Special
Students, Academic Planning and External Links dept. and Quality
Enhancement Cell in public sector.
9. Advisory Role in various National Policy Making Institutions
10. Strong University Industry Linkages
11. Highly Ranked Institution in national and international sports
Weaknesses
 Shortage of Senior Faculty in social sciences.
 Limited Financial Resources
 Space Constraints in the existing Campus
 Inadequate IT Infrastructure (Enterprise Resource Planning)
 Retention of Faculty due to government policies
Opportunities
 Commercialization of research output
 A large target market for students
 Potential to expand various academic programs
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 Strong Liaison with national and international educational institutions
 Large Number of Institutions desirous of affiliation in GCU academic programs
Threats
 Unnecessary interference of provincial government
 Offer of Higher salaries by Private Sector Universities
 Prevailing socio-economic conditions
3.5: Universities/Institutes Assessment tool
a. Institutional Performance Evaluation (IPE)

The Higher Education Commission is taking significant initiatives to improve the
performance of Higher Education Institutions (HEIs) and started up with primary step
of outlining the Institutional Performance Evaluation Standards (IPES). A total of
eleven standards are defined and each one of these articulates a specific dimension of
the institutional quality. All the eleven standards are equally important to be met by the
HEIs to achieve the desired certification to quality provision in higher education,
international visibility and significant place in the regional and international rankings
of the higher education institutions.
b. Ranking of the University by HEC:

The Quality and Research based ranking of HEIs of Pakistan is carried out by the Higher
Education Commission, Pakistan categorically in the context of research and quality
criteria with the following objectives:
 To drive the HEIs towards improved Quality & Research.

 To promote a culture among HEIs of Pakistan for participation in the World
Rankings
GCU is ranked in this ranking on the basis of its contributions.
3.6: Targets of the Concerned University’s /Institutes’ Business Plan

 To achieve the target of becoming one of the top 300 Universities in Asia and 500 in
the world ranking by assuring quality teaching, high standards of research as well as
improving organizational and managerial efficiency along with the extended facilities
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for the faculty and students. To enhance and expand GCU’s academic programs by
setting up new Schools and Departments and launching new Programs such as medical
school with the teaching hospital, School of Chemical Sciences, Economics,
Management, Environmental Sciences, Biophysics, and Mathematical Sciences etc.
 To set up Business Technology Part and Private Limited Company.
 To hire more than 50 Professors and Associate Professors in different academic
departments.
The figures, estimates and timelines of these targets are given in subsequent chapters.
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4. ACADEMIC PROGRAMS
The academic departments of the GCU offer a wide choice of subjects with flexible study
patterns that meet the needs and interests of the students at intermediate, undergraduate and
postgraduate levels. GCU Lahore has the following faculties:
1. Faculty of Science and Technology

2. Faculty of Engineering
3. Faculty of Arts and Social Sciences
4. Faculty of Languages, Islamic and Oriental Learning
Faculty of Science & Technology Faculty of Arts & Social Faculty of Languages, Faculty of
Sciences Islamic & Oriental Engineering
Learning
 Abdus Salam School of  Dept. of  Dept. of English Dept. of
Mathematical Sciences Economics Language & Engineering
 Centre for Advanced  Dept. of Literature
Studies in Physics Geography  Dept. of Islamic
 Institute of Industrial  Dept. of History Studies
Biotechnology  Dept. of  Dept. of Persian
 Sustainable Development Management  Dept. of Urdu
Study Centre Studies
 Dept. of Botany  Dept. of
 Dept. of Chemistry Philosophy & IDS
 Dept. of Computer  Dept. of Political
Science Science
 Dept. of Physics  Dept. of
 Dept. of Mathematics Psychology
 Dept. of Zoology  Dept. of Statistics
Presently, GCU offers BA/BSc 4-year Hons. degree program in 26 disciplines and Master’s
program in 4 disciplines. At Postgraduate level, the University offers MS/MPhil program in 28
disciplines and PhD in 19 disciplines. Details are given below:
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Academic disciplines
1. BA/BSc (Hons)
Botany, Biotechnology, Chemistry, Electronics, Environmental Science,
Mathematics, Microbiology, Physics & Zoology Business Accounting &
Finance, Economics, Geography, History, Philosophy, Political Science,
Psychology, Statistics, B.Com& Fine Arts, English Literature, Islamic Studies,
Persian & Urdu; BSCS; BSc Electrical Engineering; BSc Applied Management
2. MBA, EMBA
3. MA/MSc in Political Science, History, Physical Education
4. MS/MPhil Program
Applied Physics, Banking & Financial Economics, Botany, Biotechnology,
Chemistry, Clinical Psychology, Computer Science, Economics, English,
Entrepreneurship & SME Management, Electrical Engineering, Environmental
Science, Forensic Chemistry, History, Industrial Organization Psychology,
Islamic Studies, Mathematics, Microbiology, Pharmaceutical Chemistry,
Persian, Philosophy, Physics, Political Science, Psychology, Statistics, Urdu
and Zoology.
5. PhD
Applied Physics, Biotechnology, Botany, Chemistry, Clinical Psychology,
Computer Science, Economics, English Literature, Environmental Science,
History, Islamic Studies, Mathematics , Persian, Physics, Political Science,
Psychology, Statistics, Urdu and Zoology
4.1: The introduction of new programs and the expansion of existing ones’
GC University Lahore consists of schools/departments of Science and Technology; Arts and

Social Sciences; Languages, Islamic and Oriental Learning; and Engineering. The Academic
Council is the highest academic body of the University that approves the New Academic
Programs and amendments/expansion in existing Academic Programs after completing the
standard operating procedures (SoP). The following stepwise procedures are adopted by the
teaching departments of GC University for the approval of new academic programs:
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Step-I: Board of Studies: The proposal of New Academic Program(s) is presented before the
Board of Studies (BoS) of concerned Department for thorough review and approval.
Step-II: Board of Faculty: After due consideration, suggestion and evaluation the respective
Board of Faculty recommends the new academic programs for onward approval by the
Academic Council.
Step-III: Planning & Development Department (P&D):After getting recommendations/

approval from the respective BoS/BoF regarding commencement of New Academic Program
P&D Department evaluates the financial aspects of the academic program comprising of the
following:
1- Financial aspects of New Academic Programs

2- NPV and Breakeven point of investment incurred on New Academic Programs
3- Evaluates the remuneration of teaching and non-teaching staff
4- Review Fee of each semester of New Academic Program
5- Evaluates the building capacity for class rooms to start New Academic Program that
cater the students for upcoming years
Step-IV: Academic Council: New Academic Programs are presented before the Academic
Council on the recommendations of BoS and BoF. The Academic Council after reviewing the
recommendations may approve/ disapprove the proposed academic program.
4.2: Curriculum (Review of existing and new ones)

GC University Lahore also has set standard procedures for the review of Curricula of existing
and new courses. This procedure involves the following steps:
Step-I: Board of Studies: The proposal of amended/new Curricula is presented before the
Board of Studies (BoS) of the concerned Department for thorough review and approval.
Step-II: Board of Faculty: After due consideration, suggestion and evaluation the respective
Board of Faculty recommends the amended/new Curricula for onward approval by the
Academic Council.
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Step-III: Academic Council: Amended/new courses are presented before the Academic
Council on the recommendations of respective BoS and BoF. The Academic Council after
reviewing the recommendations may approve/ disapprove the proposed curricula.
4.3: Method of delivery
GCU Lahore is practicing an on-site, on-campus method of delivery for educating its students.
There needs to be a paradigm shift towards student-centred learning whereby students learn to
discuss and debate upon current issues of critical importance to the country such as economic,
political, social, and cultural, etc. This encourages innovative ideas to come forth and allows
students to engage in strategic thought process geared towards problem-solving techniques.
The major tools of teaching in this University are as follows:
1. Lecture Method (Direct interaction in class rooms)

2. Field and Lab Experiences (Practical)
3. Group Discussion Method
4. Case Studies
5. Brainstorming Sessions
6. Individualized Instructions
7. Access to online web library to all students
8. Access of international journals within Campus
9. Audio/Video facilities for students and teachers
However the university has started its own learning management system at the Management
Studies Department (www.gcuktp.org), which will gradually be expanded to other
departments. Over the next five years, GCU plans to improve through teaching methods,
student group, task-oriented discussion conducted by selected student chairpersons. Student
panel class-presentation on selected topics would further enhance the students’ learning
experience. Reading assignments in supplementary books as well as from international journals
would encourage students to move beyond the traditional text book learning methodology.
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4.4: Recognition and Certification
All Academic Programs offered by GC University Lahore are developed according to HEC
guidelines; however, certain programs are accredited by concerned bodies like Pakistan
Engineering Council (PEC) and National Computing Accreditation Council (NCEAC).
4.5: Research
GC University Lahore has established the Offices of Research, Innovation and

Commercialization (ORIC) to promote the research culture in the University. The main purpose
of the ORIC is to develop, expand, enhance and manage the University’s research activities
directly to the educational, social and economic priorities of the University and the broader
community. The ORIC is also responsible for assuring that the quality of the research reflects
the highest international standards and advances the stature of the University among the
world’s best research institutes.
Furthermore, GC University Lahore strongly encourages its faculty members, especially the
young faculty to develop a strong research profile. There is continuous re-iteration of the need
to balance the teaching assignments of the faculty with its research activities.
GC University, Lahore has a long and established tradition of research with increased emphasis
on quality output. Research programmes across disciplines have been revamped to make this
work more meaningful with increased focus towards publishing in HEC recognized and ISI
Journals. Research is an integral component of all undergraduate and post graduate programs.
At the PhD level the university extends research grants to scholars through the ORIC. Cash
Awards of Rs. 10,000/- and Rs. 5000/-have been instituted for the Principal Author of each
research appear published in ISI ranked International Research Journals and HEC recognized
National Research Journals, respectively. A system has been developed for initiation and
finalization of MPhil / PhD theses research proposals, involving Departmental Board of Studies
/ Advanced Studies and Research Board, etc. Monitoring of the research progress of each PhD
scholar has been ensured through periodic submission of progress reports. Faculty has been
encouraged to submit Research Projects for funding from the ORIC research budget after due
evaluation. A faculty member who gets registered for PhD degree with GC University Lahore
or any HEC recognized university in Pakistan and does not avail study leave with pay shall be
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given a stipend of Rs. 15,000/- per month out of Research Funds with the advice to produce at
least one research paper per year in ISI indexed / HEC approved journal after second year of
receipt of the stipend. However, it will be allowed initially for a period of three years,
extendable for one year further subject to satisfactory performance. A faculty member
supervising the PhD scholar , who is also GC University faculty member, shall be given a
remuneration of Rs. 100,000/- on successful completion of PhD thesis after issuance of
notification by the Controller of Examination.
4.6: Partnership and Outreach
GC University Lahore has signed a total of 148 MOUs/ agreements with national and
international universities/ industry/ civil society organizations since 2002. Under these
agreements, various departments of university are getting benefits of initiating joint research
projects, curriculum development, labs development and up-gradation, faculty and student
exchange, stipend, internship and training to GCU students, job placement to GCU graduates,
sharing of resources as well as organizing joint workshops, seminars and conferences. Other
than these collaborations, GCU has informal linkages with more than 200 institutions and
organizations that help various departments to enhance their academic and research activities
as well as help the students to participate in community building activities at provincial as well
as national level.
GCU was the 1st university among the public sector universities that offer career guidance,
counselling and job placement services to students on campus; along with that the Clinical
Psychology Unit is offering its counselling and therapeutic services to the community at large,
particularly to the survivors of the devastating Pakistan earthquake in 2005. Moreover, GCU
offers financial assistance to deserving students on a large scale with the philanthropic support
of various governmental departments, donor agencies, civil society organizations and GCU
alumni.
GCU Lahore has a pronounced history of organizing conferences, seminars, workshops, invited
lectures and other such activities at national and international levels. GCU teaching faculty and
students participate in these activities atheistically. In year 2011-2012, GCU organized 150
seminars, invited lectures and conferences. Apart from these, in 2011-2012, GCU ASSMS
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alone organized 147 conferences, seminars, workshops, invited lectures. These conferences
and seminars also provide opportunities to GCU students and faculty to interact with various
sects of society.
There are more 46 societies and clubs that play significant role in knowledge expansion, skills
enhancement and awareness-raising among students. These societies organize a number of
activities in collaboration with various government departments as well as civil society
organizations. In 2012, WWF-Pakistan offered “The Eco Internship Programme” at GCU
Lahore and the six (06) sessions long workshop gave students an insight into the eco dynamics
and eco challenges of the region. Internship modules were included nature photography, new
media, sustainable development, green businesses, green technologies & renewable energies,
environmental law, environmental economics, species conservation, water management, and
eco designing, and much more. Internship sessions consisted of group work, hands on
activities, documentary screenings, interactive discussions, creative challenges and enriching
exposure field trip. On successful completion of the Internship, 70 students of GCU got
certificate from WWF – Pakistan.
Likewise, GC University Lahore Blood Donor Society (GCU BDS) set up a “Blood Donation
Camp” with collaboration Shaukat Khanum Cancer Hospital, which drew a huge response from
the students. A large number of students and faculty members donated blood at the Camp which
was organized at the GCU Old Hall for the needy.
4.7: Under Graduate Program
4.7.1: Strengthening the under graduate program

GC University Lahore has attained a distinguished place among Pakistani Universities due to
its strong commitment to reaching and research pursuits. Commit to specialized and discipline
education, at the Undergraduate level, the University offers BA/BSc/BCom/BS(CS) 4-year
(Hons). Introducing the 4-year (Hons) Degree Programme is a major challenge for higher
educational institutions in Pakistan. It is a well-known fact that the traditional 2-year
Bachelor’s Degree clearly lagged behind, both qualitatively in the international academic
world, and the job market, whereas 16 years of education leading toe graduation is required. In
order to produce graduates with quality education at par with international standards, the
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Higher Education Commission, Pakistan has initiated major educational reforms by
introducing the 4-Year BA/BSc (Hons) Degree Programme at all public universities in
Pakistan. The purpose was to enhance the acceptability of Pakistani graduates in job market as
well as higher education institutions at national and international levels. GC University Lahore
being an institution well equipped with educational resources and requisite
infrastructure, has not only accepted this challenge, but has also envisaged it as an opportunity
to realize its vision of higher education in its disciplinary and interdisciplinary dimensions.
Through persistent endeavour and commitment by a team of educationists and curriculum
experts at GCU, a detailed scheme of study for BA/BSc (Hons) Degree Programme was
designed and introduced initially in four disciplines in 2004. At present the University is
offering BA/BSc (Hons) Degrees in 26 disciplines.
4.7.2: Attracting quality under graduate students

High-ranked universities around the world have been able to achieve success through the
collective hard-work, commitment and quality of their students, faculty and staff.
GC University Lahore holds to its credit the distinction of providing a level playing field to
students from different economic, cultural, ethnic and religious background. Admission to the
university is strictly merit based and the generous scholarship program of the university ensures
that dedicated and committed students are not left out of the admission process because of their
financial constraints.
GC University Lahore provides a tolerant environment where diversity is appreciated and

respected which is a big credit to a public sector university. Hence, quality students from all
over the country are able to apply to the under-graduate program of the university without fear
of reprisal. Admission to various academic programs at undergraduate levels in GC University
Lahore is granted strictly on merit basis and in accordance with the rules, regulations, policies
and procedures of the University and accredited bodies wherever applicable.
Strategy Formulation for Under Graduate Programs

Goals:
a) To provide outstanding undergraduate academic programs that further strengthen the university’s
performance, pre-eminence and efficiency.
Page | 34
b) To promote innovative methods and approaches in research & teaching
c) To provide the opportunities of higher education to those students graduating with 14 years education
Strategy-1 Actions Time-Frame Responsibility
Consolidate the a. Induct more PhD faculty 2013-18 Deans,
existing under b. Expand infrastructure and lab facilities Chairpersons of
graduate c. Perpetual Curricula revision of all Academic
Programs undergraduate programs Departments,
Registrar,
Director QEC
Director AP&EL
Providing the a. Identifying the student needs through 2013-2018 (The Deans,
necessary feedback and assessment after every progress will be Chairpersons of
support services semester. reviewed on academic
to students b. Providing an effective interface among annual basis) departments,
students and administration for effectively Registrar,
materializing the student support services. Director QEC,
Director P&D
Introduction of a. Strengthening of Faculty 2013-18 Deans,
MA/MSc b. Development of curricula Chairpersons of
Degrees d. Expand infrastructure and lab facilities academic
equivalent to 16 departments,
years Education Registrar,
Director QEC,
Director P&D
Page | 35
Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets:
Baseline Five Years Targets
KRAs KPIs Target
2012 2013 2014 2015 2016 2017
Offering
Expanding Under
existing under Graduate
32 26 26 27 28 30 32
graduate Degree in 26
programmes Disciplines in
year 2012
Attracting
Enrolment of
quality under
student is 1775 1439 1445 1500 1555 1665 1775
graduate
1439
students
4.8: Post Graduate Program
4.8.1: Strengthening the post graduate program

GC University Lahore launched its MPhil Program in 1999, presently MS/MPhil
programs are being offered in 29 disciplines. MS/MPhil Program is a research based degree
under which research work / thesis is mandatory for the award of degree.
4.8.2: Attracting quality post graduate students

The candidate must fulfil the following eligibility criteria to apply for admission to
MS/MPhil program:
1. A person having 2.50/4.00 CGPA or 60% marks in annual examination system is

eligible to apply in following faculties:
a. Faculty of Science and Technology
b. Faculty of Engineering
c. Faculty of Arts and Social Sciences
A person having 2.00/4.00 CGPA or 50% marks in annual examination system are
eligible to apply for admission in faculty of Languages, Islamic and Oriental Learning.
2. Applicant must have passed NTS graduate assessment test (GAT General) at the
time of admission with at least 50% valid score.
Page | 36
3. There is no age limit for admission to MS/MPhil program.
Strategy Formulation for Post-graduate Programs

Goals:
a) Strengthening and expansions of Postgraduate Programmes
Strategy-1 Actions Time Frame Responsibility
Strengthening of a. Enhance the induction of PhD Deans,
existing Faculty 2013-15 Chairpersons of
MS/MPhil b. Up-gradation of existing Academic
Program research facility Departments,
c. Revision of Curricula Registrar
Director, ORIC,
Director QEC
Introduction of a. Up-gradation of Academic 2013-17 Deans,
new MS/MPhil Departments Chairpersons of
Program b. Induction of PhD faculty Academic
c. Provision of research facility Departments,
d. Development of curricula Registrar
Director, ORIC,
Director QEC
Campus Engineer
KRAs KPIs Target
2012 2013 2014 2015 2016 2017
Offering Post
Expanding
Graduation
existing post
Degree in 29 33 29 29 30 31 32 33
graduate
Disciplines in
program
year 2012
Attracting
quality post Enrolment of
800 675 700 725 750 775 800
graduate student is 675
students
Page | 37
4.9: Doctoral Program
4.9.1: Strengthening the Doctoral Program
Presently GC University is offering PhD program in 19 disciplines. The admission to
PhD program is purely based on availability of research supervisor and other necessary
facilities in the respective department.
4.9.2: Attracting quality Doctoral Students

GC University Lahore is following the guidelines of HEC for admission and award of
PhD degrees in true letter and spirit. The applicant seeking admission to PhD program must
have to fulfil the eligibility criteria i.e. MS/MPhil or its equivalent degree in the relevant field
from an accredited educational institution with 3.0/4.0 CGPA or 60% marks. The candidate
must have to qualify subject GRE/NTS GAT subject test or GCU subject test whichever is
applicable at the time of admission. The PhD dissertation is being evaluated by 2 PhD experts
from technically / academically advanced foreign countries in addition to local PhD experts.
Strategy Formulation for Doctoral Students
Goals:
b) Strengthening and expansions of Doctoral Programmes
Strengthening of a. Enhance the induction of PhD Deans,
existing Faculty 2013-15 Chairpersons of
Doctoral b. Up-gradation of existing Academic
Program research facility Departments,
c. Revision of Curricula Registrar
Director, ORIC,
Director QEC
Introduction of a. Up-gradation of Academic 2013-17 Deans,
Doctoral Departments Chairpersons of
Program in new b. Induction of PhD faculty Academic
disciplines c. Provision of research facility Departments,
d. Development of curricula Registrar
Director, ORIC,
Director QEC
Campus Engineer
Page | 38

KRAs KPIs Target
2012 2013 2014 2015 2016 2017
Offering
Doctoral
Expanding existing
Degree in 19 22 16 19 19 20 21 22
Doctoral program
Disciplines
in year 2012
Attracting quality Enrolment of
100 50 60 70 80 90 100
Doctoral students student is 50
Page | 39
5. STUDENTS
The geographical distribution of GC University both on the provincial and district basis is given
below:
5.1: Academic nurseries (Schools and colleges)
Page | 40
GC University caters the need of intermediate (FA/FSc/ICOM), BA/BSc (Hons) and MPhil
students. Out of the total student strength, 93% originates from the province of Punjab followed
by Baluchistan and KPK. Whereas, Gilgit/Baltistan and Islamabad gets the minimum share
(less than 1%) followed by Sindh and Azad Kashmir (around 1%). Talking about the
geographical distribution of students from Punjab province only, Chiniot gets the maximum
share of 59.19% while Bhawalpur, Sheikhpura, Faisalabad, Gujranwala, Bhawalnagar and
Gujrat gets the share of 6%, 5%, 3%, 5% , 3% and 2%, respectively. In provinces other than
Punjab, larger portion of students come from KPK/FATA (36%) and Baluchistan (28%)
followed by Azad Kashmir (11%), Sindh (14%), Islamabad (6%) and Gilgit/Baltistan (5%).
Page | 41
Out of the total number of BA/BSc (hons) students, graduating in year 2011, 58% were the
residents of Lahore, 5% were from Bahawalpur and Gujranwala; 2% from Mandi Bahauddin,
Nanakana Sahib and Faisalabad; and 1% from Okara, Vehari, Muzaffargarh and Khanelwal.
The rest of the province contributed to less than 1%.
In year 2012, the percentage share of Lahore, Bahawalnagar and Bahawalpur in the total
number of MPhil graduates was 60%, 5% and 3%, respectively. On the other hand, Okara,
Pakpattan and Rahim Yar Khan contribute to 2% while the share of rest of the Punjab was less
than 1%.
Page | 42
The male to female ratio is greater for all the provinces except Azad Kashmir, where the male
to female ration is 8:23. The contribution of Islamabad and Gilgit/Baltistan is negligible in the
case of female students.
Page | 43
5.2: Academic disciplines
Students are expected to work to the best of their ability. Therefore, students must attend all
tutorials, classes, and other required academic commitments, except where permission on
adequate grounds is obtained, preferably in advance, from the tutor(s) concerned.
Assignments/project must be submitted timely and must produce the work of adequate
standards. Students are advised to follow the requirements of plagiarism.
In case a student is found guilty of Plagiarism in any form, his/her case is referred to the Dean
of the respective discipline and the Chairperson of the concerned Department. QEC unit issues
verification of students’ plagiarism report in this regard.
For BA/BSc (Hons) and MS/MPhil, the minimum attendance percentage in each subject to
qualify for semester examination will be 80% and 85%, respectively. There is no concept of
leave in undergraduate and postgraduate academic programmes. However, students will have
to maintain minimum attendance requirement for appearing in final examinations. A wavier of
5% can be given by Dean and Chairperson respective in special grounds.
To maintain discipline and order in the University, there is a Proctorial Board comprising staff
members. Cases of violation of University discipline should be reported to the Chief Proctor,
who will immediately take appropriate action. Any fine imposed by the Chief Proctor or the
Proctorial Board cannot be remitted or reduced.
In short stages in the academic disciplinary procedure are Reporting, Probation, Disciplinary
Panel and Appeal.
In order to provide students perspective about the programs and faculty this section presents
the analysis (both graphical and quantitative) of the Faculty Evaluation of BA/BSC/BCom
(Hons) classes.
Three faculties of the University i.e. Faculty of Languages, Islamic & Oriental Learning,
Faculty of Science & Technology, Faculty of Arts & Social Sciences were evaluated
Page | 44
comprising of 23 departments for all the courses of the undergraduate programmes by all the
students, who are currently enrolled.
Total no of evaluated teachers is 377.
Evaluated teachers are categorized into the following four grades based on the performance
indicators: i.e.
 Grade A : 85-100 %: Excellent

 Grade B : 71- 84 % : Good
 Grade C : 60-70 % : Satisfactory
 Grade D : 59 % and below (unsatisfactory)
The feedback of the students reflect the following outcomes:
 52 % faculty members of the total faculty secured Grade A. It identifies that students
are strongly satisfied with the overall teaching methodology and performance of the
respective faculty members. Instructors demonstrate knowledge of the subject, come
well prepared, completed the whole course were fair in the examinations, and available
after class timings.
 38 % faculty members of the total faculty secured Grade B. It identifies that students
are almost satisfied with the performance of the teacher. The course objectives were
not clear, course is very intensive and should be lessened. However they agreed that
teachers demonstrate the subject matter effectively, and are available for consultation
after class hours.
 08 % faculty members of the total faculty secured Grade C. It identifies that students
are not satisfied with most of the performance indicators of the teachers. There is less
integration of theoretical concepts with real world situation. Teachers are not fair in the
assessment. Students showed their concern about course completion
Page | 45
 02 % faculty members of the total faculty secured Grade D. It identifies that students
are not satisfied with the performance of the teachers and the courses they teach.
Students showed concern about course completion, effective communication of subject
matter. They also think that sufficient additional material was not provided and not
related with the Pakistani Context, meaning thereby applications of theory was not
imparted by the teachers.
The next feed is related to the Graduating Students on the quality of education they received at
their Academic Programme and the level of preparation they had at the University.
This feedback was taken at the annual Convocation of the Government College University
Lahore where the students of all the programmes from undergraduate to postgraduate levels
duly filled the Performa.
Based on the students’ feedback, the academic programmes/departments are categorized into
the following four grades i.e.
 Grade A : 85-100 %: Excellent

 Grade B : 71- 84 % : Good
 Grade C : 60-70 % : Satisfactory
 Grade D : 59 % and below (unsatisfactory)
The analysis shows that:

 No Academic Programme /Department secured grade A.
 Only Five Academic Programmes secured Grade B
 Most of the Academic Programmes Secured Grade C and D
It identifies that graduate students on the whole were not satisfied with the quality of education
they received in their program and also the level of preparation they had at their university.
The students gave feedback on the following seven areas:

Thinking Skills, Communication Skills, Interpersonal skills, Management Leadership Skills,
general skills, Thesis and dissertation, department status & infrastructure
Page | 46
Students found that the programme is not effective in developing critical thinking and written
communication skills. Students were not that much satisfied with programme for developing
analytical and problem solving skills. Students were also not satisfied with the performance of
faculty members in achieving programme objectives.
The environment provided to them by the Department was conducive for learning but with
inadequate facilities.
The programme needs to improve the planning abilities of students through integrated practical
work with management skills. They suggested that scholarship/grants should be increased to
help the deserving students and to ease their hardships in this time of high inflation.
5.3: International/ Foreign Students

Only (03) three students.
 MS Clinical Psychology 2 Students
 MPhil Physics 1 Student
5.4: Support services for students
The academic environment of GCU is supportive for students in pursuing their academic
endeavours while focusing on personality development. The following facilities and services
are available for students and staff:
 Library
 Video Conference Facility
 Computerization and Network
 Student Service Centre
 Career Guidance and Placement Centre
 Student Counseling Service
 Centre for Special Students
 GCU Research Journals
 GCU Publications
Page | 47
 Sports
 Societies and Clubs (46 in number)
Libraries
The total area of the all the GCU Libraries is more than 35000 sq. feet which is capable of
accommodating 700 students at a time. The Library has continuously been improved not only
in the collection of books, but also as an instrument for the assistance of study and research. At
present, it has a total numbers of 310717 books including precious personal collections. The
library receives 236 national and international journals. The detail is as under:-
Locations Number of Books

Main/Postgraduate Library 274972
Departmental Libraries 35745
TOTAL 310717
Digital Library
GCU Library has access to 24 databases. These databases provide an access to more than
25,000 full text e-journals side by side full test accessibility of over 45000 e-books.
The Higher Education Commission has taken a number of initiatives for broadening the reach
of Information Technology to meet the IT challenges of the country, especially for the
education sector. The Higher Education Commission has recently signed a Memorandum of
Understanding with PTCL for the provision of Broadband DSL connections to students, faculty
members and administrative staff at substantially subsidized rates at their residence. This DSL
facility/service under this MoU offers Broadband connection at 256 kbps, 512 kbps and 1 Mbps
with a 30% discount on prevailing PTCL commercial rates against each capacity.
PERN
Under PERN-Pakistan Educational Research Network project, there are more than 1000
computers that have been used by the faculty, students and administrative staff. Labs have been
established for students in order to provide and enhance their educational and information
skills. Faculty and administrative staff have also been provided the opportunity for further skill
development under this project.
Page | 48
Internet service under PERN project provides high speed internet facility for GC University,
Lahore. At the initial stage when the PERN project started, a 2MB dedicated internet bandwidth
speed was given in order to facilitate students, faculty and administrative staff. Initially the
facility was designed to accommodate 400 users but after that it has been extended to more the
800 users by increasing the internet bandwidth up to 8 MB dedicated speed at that time.
Currently 48MB bandwidth is distributed among different academic and non-academic

departments. Around 4Km fiber cable has been laid to link up all the departments of GCU. This
helps out to interconnect different campuses i.e. Center for Advanced Studies in Physics
(CASP), University Hostels, and other academic departments. Wireless network connectivity
is also provided for campuses i.e. CASP, New Hostel, etc. for the smooth running of internet
and intranet services for students and staff members.
Video Conferencing
Video Conference Facility has been established at GCU Lahore with the generous support of
the Higher Education Commission, Pakistan, which facilitates in online lecturing, net-meetings
and collaborations with national and international experts for institutional partnerships.
International experts deliver extensive lectures on various topics which ultimately benefits to
the exchange of knowledge and information among students and faculty. Following Microsoft
events were organized while using the Video Conference facility:
Campus Management Solution

Established in 2003, the System Analyst Office is the technological-brain of all the
Computerized Systems functioning in the GC University. Since its existence it has analyzed all
the core manual systems of the University and converted them to their more productive and
fast paced technological equivalent by endorsing the invariable efforts of its dedicated staff
members. Currently, almost 10 computerized Systems are on the credit of the System Analyst
Office which is successfully operated by different departments of the varsity beyond a robust
and centralized database project “E-Databank” which is functioning in all the Academic and
Administrative Departments of the University.
Page | 49
Web portal
The GC University Library maintains the University's website. The team also works to develop
the University's Web presence as a whole. The GC University Lahore first posted this website
which was designed in September 1999. It re-launched it in December 2004 with expanded
contents and a new design. The present site incorporates a content management system with
new tiers of content added in October 2007. The Website is maintained by GCU Library Web
Team under the supervision and guidance of Chief Librarian. It is accessible at
www.gcu.edu.pk.
Labs and other Facilities

Computer Center, Statistics, Physics, Psychology Laboratories, Lecture Theatres, Multi-
purpose Auditoriums, Zoological & Botanical Museums, Botanical Garden, Departmental
Libraries, Research Journals.
Career Guidance and Placement Centre

The Career Guidance and Placement Centre (CG&PC) office is led by a trained and full time
Clinical Psychologist and aims at providing assistance and guidance to the students for helping
them in making their career choices, academic planning and to explore future professions and
placement opportunities based on their personal needs and current opportunities. The Centre is
committed to offer complete individualized assistance and support to students and to ensure
that each student possesses the necessary skills needed for career decision making and
employment success.
Internship and Placement services

GC University Lahore has been providing its students with job placement facilities since 2002.
The Career Guidance and Placement Centre is dedicated to helping the students to assess their
career interests and aptitude. It offers them an opportunity to acquaint themselves with different
companies and enterprises to gain an insight into the career options currently available through
various workshops and Seminars. The Centre maintains close relationship with industry and
business houses.
The Placement Centre is vigorously engaged in locating job opportunities for GCU students in
various disciplines. A Placement Strategy has been developed by the Centre to make its
Page | 50
substantial efforts more judicious and fruitful for the students. The Placement Centre has
adopted the platform of “Old Ravians Union” for this purpose and the confidentiality of this
data is the prime concern of the Centre.
In order to endorse the placement prospects of the young Ravians, Placement Centre is actively
developing linkages of with the industrial establishments for internships, full time or part time
jobs, scholarships and financial support, and introduction of market-driven programs / courses.
The Centre is acting as a link between the teaching departments and employers and conduct
job fairs, industrial visits, workshop, professional training sessions on resume writing and
interview skills and seminars by inviting the renowned educationists and legendary
industrialists for the professional exposure of students. In 2011-2012, in total 985 students were
benefited from the Placement services, as mentioned below:
Theatre & Arts Facilities

A full time program officer. Regular weekly musical concerts, Dramatic Society, Debating,
Literary, Scientific & Photographic Societies.
Academic and Research Links with Other Universities/Institutions

GCU has expanded the horizon of its educational system. GCU's spirit of co-operative
development allows affiliations and collaborations with the internationally well-reputed
Universities. GC University, Lahore has developed academic links with foreign and Pakistani
Universities, research and strategic organizations, industries, and multinational organizations.
This has provided access to valuable financial, technical, and managerial resources besides
strengthening the University research programmes. GC University, Lahore plans to further
widen the links with universities and research organizations across countries in true spirit and
demand of the 21st Century. Recently GCU has established departmental links to sign historic
memorandums of understanding (MoU) with local and international Universities.
Sports
Gymnasium/Sports Hall, Inter-College sports for men, Tennis, Cricket, Hockey, Table Tennis,
Swimming, Track and Field events.
Page | 51
Hostel Facilities
The University has four hostels for the accommodation of the University students, three for
boys and one for girls.
5.5: Projected statistics for the students
Actual Projection
2010- 2011- 2012- 2013- 2014- 2015- 2016- 2017-
11 12 13 14 15 16 17 18
Total
student
population 6394 6719 7199 7919 8711 9582 10540 11594
Faculty of
Sciences 1544 1644 1744 1918 2110 2321 2553 2809
Faculty of
Engineering 230 255 277 305 335 369 406 446
Faculty of Arts 1030 1070 1130 1243 1367 1504 1654 1820
Graduate Faculty of
students Social Sciences 2100 2120 2168 2385 2623 2886 3174 3492
Total 4904 5089 5319 5851 6436 7080 7788 8566
----
Post
MA/MSc 0 0 159 166 199 238 286 343
Graduate
students MBA/MS/MPhil 1080 1180 1224 716 788 866 953 1048
Doctoral
Students 410 450 497 60 70 80 90 100
International
students MPhil 3 4 6 8 9 10
Page | 52
Strategy Formulation for Students
Goals:
a) To increase enrolment of students by introducing new academic programs and strengthening existing
ones.
b) To provide best professional services to the students during their entire stay in the University.
Process which e. Promotion on social media 2013-18 Dean, Registrar,
ensures the reliability f. Revision of admission procedure to (Review on bi- Deputy Registrar
of the admission facilitate perspective students annual basis) (Admission)
process and will help Director QEC
the students at their Director AP&EL
door step by using System Analyst
social media
activities/services.
Start Online c. Induction of Professional IT staff for 2013-2018 Deans,
Admissions to development of system (Review on Registrar,
facilitate students d. Initial implementation on graduate level quarterly basis) Deputy Registrar
admissions (Admission),
Director QEC,
Director P&D,
System Analyst
Providing the a. Identifying the student needs through 2013-2018 Deans,
necessary support feedback and assessment after every (Review on Registrar,
services to students semester. annual basis) Deputy Registrar
b. Providing an effective interface among (Admission),
students and administration for effectively Director QEC,
materializing the student support services. Director P&D
Students

KRAs KPIs Target
2013 2014 2015 2016 2017 2018
Expanding existing Currently
under graduate Enrolled 1439 1445 1500 1555 1665 1775
programmes with Students in
Page | 53
increase in BA/BSc (Hons)
enrollment are 1439 in year 1775
2012
graduate Enrolled
programmes with Student in
increase in MA/MSc* are 343
enrollment 122 in year
2012 138 166 199 238 286 343
graduate Enrolled
programmes with Student in
increase in MS/MPhil are
enrollment 651 in year
2012
1048 651 716 788 866 953 1048

Doctoral Enrolled
Programmes with Student in PhD
increase in are 50 in year
enrollment 2012
100 50 60 70 80 90 100
Gender and Program wise Student Distribution

# Class Male Female Total
1 CERTIFICATE IN FORENSIC SCIENCE 17 2 19
2 CERTIFICATE IN PAINTING 7 10 17
3 CERTIFICATE IN ARABIC 32 11 43
4 DRAWING COURSE 7 5 12
5 F.A./F.Sc. 1149 0 1149
6 BCOM 61 30 91
7 B.S. COMPUTER SCIENCE 109 47 156
8 B.A/B.SC HONORS 649 416 1065
9 B.SC. ELECTRICAL ENGINEERING 47 7 54
10 BSC IN APPLIED MANAGEMENT 23 11 34
11 BFA GRAPHIC DESIGN 11 28 39
12 PGD IN ELT 5 16 21
Page | 54
DIPLOMA IN CHILD GUIDANCE AND EDUCATIONAL
13 COUNSELING 0 11 11
14 DIPLOMA IN PAKISTAN AFFAIR 15 6 21
15 M.A./M.Sc. 29 24 53
16 M.B.A. 16 8 24
17 EMBA 14 2 16
18 MA HISTORY 21 8 29
19 MA POLITICAL SCIENCE 29 11 40
20 M.PHIL 134 265 399
21 MS CLINICAL PSYCHOLOGY 2 33 35
22 MS COMPUTER SCIENCE 5 4 9
TOP UP PROGRAMME FOR MS IN CLINICAL
23 PSYCHOLOGY 0 1 1
24 MS BANKING & FINANCIAL ECONOMICS 16 16 32
25 MS ESME MANAGEMENT 17 13 30
26 MS PHARMACEUTICAL CHEMISTRY 5 18 23
27 MS FORENSIC CHEMISTRY 15 18 33
28 MS ELECTRICAL ENGINEERING 18 6 24
29 MS INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY 13 16 29
30 MS IN GEOGRAPHY 2 13 15
31 MPHIL IN APPLIED PHYSICS 16 6 22
32 Ph.D. 24 26 50
Total 2508 1088 3596
Page | 55
6. RESEARCH AND CONSULTANCY
6.1: Inculcating the research and consultancy culture
GC University Lahore is actively contributing in producing research work. Students and

teaching faculty of the university are diligent and believe in hard work and dedication. In a
short period after gaining university status in 2002, GC University, Lahore has attained a
distinguished place among Pakistani universities owing to its strong commitment to academic
standards and research work. These research explorations range from Biological and Physical
Sciences to Social Sciences, and to languages. In 2010, Higher Education Commission of
Pakistan ranked all public and private universities on the basis of research publications which
appeared in ISI Indexed Journals during the years 2007, 2008 and 2009, and placed GC
University Lahore at the 5th position in Pakistan and 3rd in the Punjab. Moreover, as per HEC
overall ranking of General Universities in the public sector, GCU, Lahore was 3rd in the Punjab
and 6th in Pakistan. For a young and resource-starved university, this performance is fairly
satisfactory.
In 2012, HEC ranked GC University Lahore 2nd on the basis of quality of teaching and research
in the category of General Universities (Others). It is pertinent to be mentioned here that 13
faculty members of GCU achieved the "Research Product Award-2011-12" by Pakistan
Council for Science and Technology (PCST) for their outstanding contribution for research.
As many as 23 faculty members of GC University Lahore including the Vice Chancellor Prof
(Meritorious) Dr Muhammad Khaleeq-ur-Rahman were awarded the prestigious “Research
Productivity Award 2012-2013” by the Pakistan Council for Science & Technology (PCST) in
recognition of their outstanding research publications in international impact factor journals.
Culture of research and publication play an important role in providing organizations with
important “keys to success”. The R & D overview of various departments of the University
reflects the emphasis on research contribution of teachers, researchers and PhD scholars in
academic enquiry. During the last two years, 393 research papers have been published in HEC
recognized journals. The total number of research papers published in HEC recognized journals
during 2011 and 2012 are 244 and 149, respectively.
Page | 56
GCU has completed 10 research projects, funded by Descon Chemicals, WWF, Pakistan
Academy of Science, PSIC and GCU itself. Besides, 36 new projects have been launched with
the funding provided by various national and international institutions and donor agencies.
A large number of papers was presented by GCU faculty and research scholars in national and
international conferences arranged by GCU and other reputed local and foreign universities
during 2011-2012.
Conferences, Seminars and Workshops, etc.
GCU Lahore has a pronounced history of organizing conferences, seminars, workshops, invited
lectures and other such activities at national and international levels. GCU teaching faculty and
students participate in these activities enthusiastically. In the year 2011-2012, GCU organized
150 seminars, invited lectures and conferences. Apart from these, in 2011-2012, GCU ASSMS
alone organized 147 conferences, seminars, workshops and invited lectures.
Funding Grants for R&D
GC University allocates fairly large sum of money for the research projects of all departments
and the allocation has been substantially increased over the years. This year GC University
research allocation is Rs. 6.0 Million in addition to the research grants given by HEC, the
Science Foundation, PTCL and other agencies. Consequently, we have managed to constantly
improve the quality of research work in physical and social sciences besides increasing the
scope of research activities.
Page | 57
The research products of GCU till 2012 are given below:
Research Products till December 2012

Item International National
Research Publications 2304 1164
Research Projects 18 134
Award Received 60 146
Office of Research, Innovation & Commercialization (ORIC)
HEC has taken the initiative of establishing Offices of Research, Innovation and
Commercialization (ORIC) in HEIs to enhance capacity of academic intuitions to manage all
research issues. In pursuit to this GC University, Lahore established Offices of Research,
Innovation and Commercialization (ORIC) in January, 2012 to promote the research culture in
the University.
The main purpose of the ORIC is to develop, expand, enhance and manage the University’s
research programmes. The ORIC is also responsible for assuring that the quality of research
reflects the highest international standards and advances the stature of the University among
the world’s best research institutions.
6.2: Revenue Generated from Research and Consultancy

At present the GC University is generating Rs 26 million through Research and consultancy
and it plans to increase this amount to Rs 120 million by the year 2018.
6.3: Management support for research and consultancy
GCU Lahore has a specialized section working under the Offices of Research Innovation and
Commercialization (ORIC) to facilitate the faculty, researchers and scholars to proceed for
research without any financial or administrative hindrance.
Page | 58
GCU Lahore has facilitated many faculty members in approval of their research cases from
various funding agencies. In the year 2012, GCU Lahore disbursed an amount of Rs. 73.785/-
million among researchers from various fields. The amount was given to researchers on basis
of impact factor of the research articles.
GCU Lahore provides state of the art facilities such as specialized research labs, well-stocked
libraries including digital library, Wi-Fi and video conferencing facility to promote the research
culture among the faculty and students.
 The University has also constituted Intellectual Property Rights Management Team to
safeguard the intellectual property rights of the faculty including copyrights of software,
architectural work, patents and trademarks of their innovations, trade secrets, etc., against
entrepreneurs and third parties.
 University has devised a mechanism through which the researchers are facilitated and are
given a platform where they are given ample opportunities for promotion of their research
citations. The following facilities are available to GCU’s researchers.
 Seminar / Workshop / Conference Grants
During 2011-12, 150 Seminar /Conferences and Workshops were arranged.
 Research Grants for projects (National / International)
Out of the many cases submitted by GCU, Lahore to HEC, Pakistan Science Foundation,
other ministries have approved 152 Research projects worth Rs. 398.86 Million. 19
Research projects worth Rs. 782.415 are in pipeline for approval from different financing
bodies e.g., HEC, Koran Grant Aid, Pakistan-US Science and Technology Cooperation
Program, etc.
 GCU Research Grant Program
A lump sum amount of Rs. 7.43 Million has been sanctioned upon submission of 27
projects under GCU’s own research grant system.
 Grants for Maintenance of Scientific Laboratories / Equipment
One Project of Rs.252 .1745 Million has been submitted to HEC for strengthening and up
gradation of Science Laboratories
All these projects are undertaken by GCU Lahore in close liaison with HEC and other national
and international funding agencies. These initiatives support and rationalize the academic
research and provide opportunities to the researchers to increase their productivity.
Page | 59
Strategy Formulation:
Strategy Formulation: Research and Consultancy

Goals:
a) To assure that the quality of research reflects international standards.
b) Facilitate commercialization of research by linking research activities directly to the educational, social
and economic priorities of Pakistan.
c) Promote entrepreneurship and business incubation programs amongst GCU faculty, staff and students so
they can bring their ideas to the market.
Strategy Actions
Promote a vibrant, innovative, and Action 1: Devise favorable policies and incentives for faculty to get
entrepreneurial environment for interested in linking their research with economic and societal benefits.
researchers to conduct quality Action 2: Hold on-campus new technology/product/process ideas
research. competitions. Encourage and facilitate GCU faculty/students/staff to
participate in off-campus ideas related competitions.
Action 3: Review and adjust grant proposal evaluation criteria to give
weightage to commercialization potential of an idea.
Action 4: Identify promising (with high public benefit/commercialization
potential) research grants projects from the current approved list for
implementation purposes.
Action 5: Incorporate a mechanism to ensure quality of research.
Action 6: Formalize Offices of Research Innovation and
Commercialization services and processes to knit together GCU research
and commercialization efforts.
Page | 60
Key Result Areas (KRAs), Key Performance Indicators (KPIs) and Targets
KRAs KPIs Targets
2013 2014 2015 2016 2017 2018
81 14 30 40 56 68 81
Research Proposals to be Projects Projects Projects Projects Projects Projects Projects
Approved with Grant Rs. 220 Rs. 26 Rs. 98.5 Rs. 126.5 Rs. 157 Rs. 181 Rs. 220
Million Million Million Million Million Million Million
10 2 6 6 7 8 10
International Projects Projects Projects Projects Projects Projects Projects
Number of Projects Rs. 400.2 Rs. 202 Rs. 254.8 Rs. 267 Rs. 325 Rs. 332 Rs. 400.2
Joint Research Million Million Million Million Million Million Million
Enhancing Projects 53 10 20 26 36 43 53
Research Approved National Projects Projects Projects Projects Projects Projects Projects
Support Projects Rs. 112.5 Rs. 22.1 Rs. 45 Rs. 55 Rs. 74.5 Rs. 88.5 Rs. 112.5
System Million Million Million Million Million Million Million
1573 199 418 692 969 1255 1573

Research Papers to be Published
Papers Papers Papers Papers Papers Papers Papers
Number of International 346 37 84 145 202 269 346

Research Papers Papers Papers Papers Papers Papers Papers Papers
Articles to be
National 345 48 91 156 212 275 345
Presented in
Papers Papers Papers Papers Papers Papers Papers Papers
Conferences
Research Links Links Links Links Links Links Links Links
Links to be 115 22 39 55 70 94 115
University National Links
established Links Links Links Links Links Links Links
Industry
Consortia
industry links Links Links Links Links Links Links Links Links
to be National 92 13 27 40 55 70 92
established Links Links Links Links Links Links Links Links
Patent Applications / designs /
26 2 5 11 15 20 26
Trade Marks / Copyrights
20 4 7 9 13 16 20
Intellectual Business Plans to be Developed
Plans Plans Plans Plans Plans Plans Plans
Property
17 1 4 7 11 15
Through 17
Research products/process will Prefeasib Prefeasibi Prefeasib Prefeasibil Prefeasibil Prefeasibil
Research and Prefeasibili
go into prefeasibility/ Prototype ility/ lity/ ility/ ity/ ity/ ity/
Its ty/
Development Prototyp Prototype Prototyp Prototype Prototype Prototype
Commercializ Prototype s
es s es s s s
ation
Earning (Net Income) to be
Rs. 102 Rs. 10.5 Rs. 30.5 Rs. 50.6 Rs. 60.6 Rs. 81.3 Rs. 102
Generated through research
commercialization
Page | 61
No of Incubation Centers to be
6 0 1 3 4 5 6
made fully functional
No of Startup Business
16 0 4 8 12 14 16
Graduated
Establishment of Technology
2 0 0 2 2 2 2
Park
Development of Small
Entrepreneurs Businesses Development/ 13 0 3 6 9 11 13
hip Thrive Entrepreneurship Center
Development and
Implementation of consolidated
2 0 0 0 2 2 2
policy and incentive frame work
for faculty
Holding of Entrepreneurship
9 1 2 3 6 7 9
Competitions
Establishment of Professional
14 1 3 6 8 10 14
Development Center
No. of Professionals to be trained
252 4 60 120 176 186 252
through PDC
No. of Consultancy projects to be
20 7 7 9 12 16 20
undertaken
Revenue to be generated Rs. 11.5 Rs. 4.44 Rs. 5.45 Rs. 6.46 Rs. 8.98 Rs. 9.99 Rs. 11.5
Through Consultancy & PDC Million Million Million Million Million Million Million
Professional
No. of
Capacity International 240 25 58 97 140 188 240
Workshops/Tr
Building and
ainings to be
Outreach National 210 26 55 88 125 166 210
Arranged
87 12 25
Participation of faculty / staff in 39 Faculty 54 Faculty 70 Faculty 87 Faculty
Faculty Faculty Faculty
International trainings Members Members Members Members
Members Members Members
No. of
International 87 13 28 41 55 71 87
Seminars/Con
ferences to be
National 903 123 256 404 559 729 903
Arranged
Rs. 245 Rs. 40 Rs. 73 Rs. 116 Rs. 159 Rs. 202 Rs. 245
Seed money for startups
Management Million Million Million Million Million Million Million
Support for Amount of GCU Research Grant Rs. 134 Rs. 16 Rs. 31 Rs. 56 Rs. 83 Rs. 108 Rs. 134
Socio- for Projects Million Million Million Million Million Million Million
economic Infrastructure Support for
Rs. 550 Rs. 110 Rs. 215 Rs. 220 Rs. 326 Rs. 431 Rs. 550
development incubation centers & technology
park to be provided
Page | 62
7. INTERNATIONAL ACADEMIC NETWORK
Governemnt College Univeristy Lahore, one of the leading univeirsty of the region has
always been active in developing, stregthening and promoting active and procutive relations
with national and international stakeholdres. Hence, GCU has established Academic Planning
and External Links deparmtent in 2006 for meeting the emerging needs and challenges of 21st
century encoutedred by the HEIs across the globe.
GCU’s experience of Foreign Collaboration

In this era of internationalization of higher education, GCU believes in collaboration
and networking to cope with the global academic environment. For meeting the challenges of
highly competitive academic world, GCU has devised a strategic plan for developing and
strengthening academic links with the leading national and international universities and
research institutions. Our external links strategy focuses on increasing international awareness
of students and faculty; strengthening research and knowledge production; and fostering
international cooperation and harmony. Since 2002, GCU has established 148 foreign and local
linkages with universities, industries and organizations of repute. We, at GCU have
experienced three models of linkages, as mentioned below:
1. Model of ASSMS: Abdus Salam School of Mathematical Sciences (ASSMS) primarily

gets funding from the HEC for hiring foreign faculty and research activities. ASSMS
being a teaching department is successful in student exchange, faculty exchange,
research publications and organizing international conferences. There are three key
factors to success, i.e. 1) leadership – the Director General is a proactive and dynamic
person, 2) teaching staff is highly productive and qualified and 3) financial resources
are available.
2. Funded Partnership Projects: GCU’s experience of working under HEC-British Council

funded projects were highly successfully. Projects, like DELPHI, INSPIRE, HEC-BC
Links programmes completed successfully by departments of Economics, Psychology,
and Zoology. In such collaborative experience, vision of university leadership, the
commitment of project leader; skills and expertise of researchers and availability of
funds were the key factors.
Page | 63
3. MoUs / Agreements signed by GCU: However, the account of MoUs/Agreements
signed by GCU other than the above funded projects reveal a variety of patterns
practiced by various academic departments. Several links were very fruitful and
productive while others were not as active as they were planned to be mainly due to
financial constraints. These partnerships were successful provided funded by (a) GCU
(b) partner institution and/or (c) the third party i.e. donor agency, for example DAAD
in case of collaboration with German Universities. Generally, we found financial
resources the most challenging aspect while implementing on the signed MoUs/
Agreements, particularly with foreign universities. We cannot implement on faculty or
student exchanges without allocating financial resource for this purpose. Same is the
case with joint research projects and joint conferences. Similarly for initiating
joint/dual/ split-site PhD degree programmes great efforts are essentially required at
administrative as well as at department levels; though financial side is the most crucial
area while planning and executing such programmes.
Impacts of Academic Links with foreign HEIs

Since 2006, various departments of GCU got benefits of academic and research liaison with
foreign universities, as mentioned below:
# Performance Indicator Total

1 Student Exchange More than 100
2 Faculty Exchange 89
3 Mutual Visits 198
4 Collaborative Research Projects 90
5 International schools 17
6 Joint supervision of students’ research work under various 95
partnerships
7 Curriculum Development 10
8 Joint Field / Research work visits 53
9 Resource Sharing (library; labs; equipment, etc.) 58
10 Joint Seminar / Conferences/ Workshops/ Symposia 140
11 Scholarships offered by External Party 84
12 Internships 160
13 Job Placement 90
Page | 64
As far as GCU’s collaborations national with universities, industries and civil society
organizations are concerned, list of such benefits is long. Nevertheless, GCU’s informal links
(more than 200) are playing very significant role in increasing benefits of research
collaboration; curriculum development; joint supervision of student’s research work; joint
publications; filed visits; and resource sharing (library; lab; chemicals, etc.). These informal
collaborations help the teaching departments to arrange internships/ job placement
opportunities for undergraduate and postgraduate students and graduates frequently.
Examples of successful foreign collaborations:
1. Academic and research partnerships of GCU-ASSMS with 69 foreign universities.

2. Academic and research collaboration of Department of Psychology with University of
Birmingham, UK (2004-2007) and University of Warwick, UK (2009-2011) under
HEC-BC Link Programme.
3. Academic and research collaboration of Department of Economics with University of
Strathclyde, Glasgow, UK (2001-2004); School of Management, Crandfield
University, UK (2004-2007) and University of Strathclyde, Glasgow, UK (2007-2009)
under HEC-BC Joint Higher Education Link Programme Phase-I &II).
4. Academic and research collaboration of Department of Zoology with University of
Aberdeen, UK (2007-2009) under HEC-BC Joint Higher Education Link Programme
Phase-II.
5. Research Partnership of GCU Faculty of Arts and Social Sciences with Centre for
Development Research (ZEF), University of Bonn, Germany (2011-2013).
6. Department of Physics research agreements with Abdus Salam International Centre for
Theoretical Physics (ASICTP), Italy (since 2001) and Institute for Studies in
Theoretical Physics and Mathematics (IPM), Tehran, Iran (since 2003).
7. Summer research program of Sustainable Development Study Centre and Oxford
University Centre for the Environment (OUCE), University of Oxford, UK (2007-
2011).
8. Research collaboration of Department of Chemistry and University Sains Malaysia.
9. Joint Research agreement of Department of Geography, University of Veterinary and
Animal Sciences Lahore (UVAS), Lahore and Penn State University, USA (since
2011).
Page | 65
10. GCU’s partnership with South Asia Foundation for establishing “Institute for South
Asian Studies” (ISAS). The purpose was to establish an Institute of South Asian Studies
(ISAS), for which Mr. Madanjeet Singh offered donation for the restoration of the
building of old Gymnasium and its conversion into Institute of South Asian Studies.
The ISAS was restored and renovated, as well as furnished during 2007-2010.
7.1: Strategic Linkages with the Universities/Institute of repute around the globe
GC University Lahore is keen to strengthen the existing links and seeks to develop new
linkages with well-reputed foreign universities in order to enrich the quality of education and
research We have been receiving quite a positive response for joint research projects, and
exchange of students and faculty from various renowned universities of Australia, Canada,
China, Germany, Hong Kong, India, Iran, Italy, Malaysia, New Zealand, Netherlands,
Singapore, Turkey, UK, and the USA with whom various departments of the University are
collaborating in areas of mutual interest. We are also working ambitiously to establish a strong
foundation of linkages between academia and industry. Various departments of the University
has established collaboration with well-known industries of Pakistan to strengthen research
partnerships; internship and placement opportunities for students; resource sharing, and faculty
exchange, etc. The congenial learning environment of GCU is favorable in
establishing/strengthening academic and research partnerships with national as well as
international stakeholders. For achieving the aim of placing GCU among top 500 in the world
ranking of universities, we have set the goals and developed strategies and action plans
accordingly, as mentioned below:-
Goals:
1. To expand MoUs / agreements around the globe
2. To utilize the existing linkages of the University effectively
3. To enhance and expand GCU academic and research partnerships with the leading universities of Asia and world in
next five years
Strategy-1 Actions Timeframe Responsibility
The University will Publishing e-newsletters; exchange of 2013-2018 Director Academic Planning
reaffirm, demonstrate and information and sharing of (twice in a year) and External Links / Public
communicate meaningful opportunities with foreign Relations Department
interaction with its foreign collaborators regularly.
partners.
Page | 66
Enhance the visibility of Keep continuing exercise of Annual 2014-2018 Director Academic Planning
foreign collaborative work Review of External Links while and External Links/
effectively sharing its outcomes with all the (Annual review Relevant Dean and
stakeholders, including foreign exercise) Chairperson of the concerned
partners department
Prioritizing future Signing of MoUs/ agreements with 2014-2018 Director Academic Planning
collaborations while selected 100 prestigious foreign HEIs and External Links/
focusing on specific around the globe for future Relevant Dean and
geographic regions collaboration, focusing on Europe, Chairperson of the concerned
USA and Asia. department

Enhance opportunities for Preparation of a comprehensive plan 2014-2018 The concerned Dean, the
mutual visits for fostering for extending grant to scholars and concerned Chairperson in
collaboration with foreign staff for short-term visits to the foreign consultation with Academic
universities and institution while using internal and Planning and External Links
developing joint research external funding sources. Department
projects
Increasing opportunities Preparation of a comprehensive plan 2014-2018 The concerned Dean, the
for collaborative research for extending grant to scholars for concerned Chairperson in
short-term visits to the foreign consultation with Director
institution for developing joint Research and Director,
research projects Academic Planning & External
Links
Increasing opportunities Encouraging faculty members for 2014-2018 The concerned Dean, the
for joint conferences/ getting maximum benefits from HEC concerned Chairperson in
seminars/ workshops, etc. grants for joint conferences, seminars, consultation with Director
etc. and allocate internal funds for Research and Director,
strengthening foreign links Academic Planning & External
Links
Sharpen the strategic Expansion of Academic Planning & 2014-2018 University authorities
focus and strengthen the External Links office into a Offices for
capacity of APEL office meeting challenges of
internationalization
Page | 67
Key Result Area (KRAs), Key Performance Indicators (KPIs) and Targets
KRAs KPIs Target Baseline Five Years Targets

2013 Year-1 Year-2 Year-3 Year-4 Year-5
(2014) (2015) (1016) (2017) (2018)
Strengthening Publishing e- 10 issues Preparation Issue 1 Issue 3 Issue 5 Issue 7 Issue 9
the Newsletter and Approval &2 &4 &6 &8 & 10
communication and sharing of e-
with foreign with all Newsletter
partners stakeholders
Strengthening & Annual 9 4 5 6 7 8 9

enhancing GCU Review
existing foreign Report based
collaborations on SWOT
while reducing Analysis
information gap
Expanding Signing of 100 116 20 20 20 20 20
university new MoUs/ (136) (156) (176) (196) (216)
linkages Agreements
worldwide with leading
foreign
universities
Expand and Increasing 20 group 01 4 8 12 16 20
enhance number short- visits GCU has
international visits of (full- supported
exposure of faculty and support) very limited
faculty and staff staff group visits
for
international
linkages
Expand and Increasing 40 Faculty of
enhance number short- (partial some depts. 8 16 24 32 40
international visits of support) visits abroad
exposure of faculty at their own
faculty for joint or under HEC
research projects grant, yet
there is a
need to have
Page | 68
a University
policy; grant
should be
allocated
accordingly.
Promotion of Increasing 60 On average 6 12 36 48 60
joint activities number of (partial 5-6
under various Joint support) international
foreign linkages International conference,
conferences, workshops,
workshops, etc.
etc.
Expansion and Increase 10 04 2 4 6 8 10
strengthening of number of (one director;
Academic staff of one assistant
Planning & Academic director, one
External Links Planning and data
office for External processor and
internalization Links office one peon)
7.2: Academic Program
As a young university, GCU is eager to increase opportunities for GCU students to have
meaningful contact with other cultures through initiating joint/dual/ split-site PhD degree
programs and launching new academic programs at Masters/BS Hons. level. These programs
will help us in many ways: (a) academic curriculum development, (b) study abroad
opportunities, (c ) international students, (d) faculty visiting our campus and (e) all other
aspects of the campus environment.
In 2008-2010 GCU put great efforts for initiating split-site PhD program jointly with
University of Saint Andrews, UK. Both the parties had mutual visits; regular meetings; video
conference sessions and did lots of paper work, yet the proposal could not be materialized
mainly because of non-availability of funds for this project at that time.
We have committed and skilled faculty and staff to initiate joint academic programs provided
financial support is available to start with. We aim to achieve the following goals in next five
years:
Page | 69
Goals:
1. To launch and initiate academic programs in connection with the globally renowned universities at
Masters / BS Hons. level
2. To launch and initiate Joint / Split-site and/or Dual degree PhD programs in collaboration with leading
international universities
Preparing proposals for Arranging Consultative 2014-2018 Director Academic Planning
launching new programs meetings and External Links/
&strengthening the Relevant Dean and Chairperson
Master / BS Hons. Video conferencing of the concerned department in
programs in connection consultation with other relevant
with foreign partners Preparation of detailed administrative departments
proposals & Protocols
Signing of Agreements
Preparing proposals for Mutual visits 2014-2018 Director Academic Planning
launching Joint/ Split-site and External Links/
and/ or Dual degree PhD Arranging Consultative Relevant Dean and Chairperson
program with foreign meetings of the concerned department in
universities of repute consultation with other relevant
Video conferencing administrative departments
Preparation of detailed
Protocols jointly
Signing of Agreements
Scholarships and grants Allocating funds for GCU 2014-2018 University authorities;
for Joint / Split-site/ Dual students and staff who are GCU Endowment Fund Trust;
PhD degree enrolled in Joint / Split-site/ Student Scholarship and
Dual PhD degree Financial Aid office

Page | 70
(2014) (2015) (1016) (2017) (2018)
Launching joint Signing of 10 0 2 4 6 8 10
Master/ BS agreements for
Hons. programs launching joint
Master/ BS
Hons.
programs
Strengthening Improvement 35 10 5 5 5 5 5
the existing in the existing (15) (20) (25) (30) (35)
academic programs with
Programs in regards to
consultation designing,
with foreign developing &
collaborators improving
curriculum
Initiation of Signing of new 10 0 2 4 6 8 10
Joint/ Split-site MoUs/
and/ or Dual Agreements
degree PhD with leading
program with foreign
foreign universities
universities of
repute
Scholarships Allocation of Full
and grants for full and partial 20 0 2 5 10 15 20
Joint / Split-site/ scholarships
Dual PhD for pursuing Partial
degree PhD under 50 0 5 10 20 35 50
various
collaborations
Page | 71
7.3: Student exchange program
GCU has been signing MOUs/ agreements with leading foreign universities to enhance
its teaching, research, learning, and internationalization objectives; and student exchange has
remained as one of the significant subjects of agreement. Yet, we were not able to get
substantial achievements in this area mainly because of limited opportunities and financial
support available for our students, even in cases where partial support was required. Same is
true in case of international students. However, there are certain examples where we provided
financial support to international students in collaboration with WWF-Pakistan, as in case of
students from University of Glasgow. GCU students are also getting scholarships for spending
one semester in the prestigious US universities under Near East and South Asia (NESA) and
Undergraduate Scholarship Programmes, USA. Since Jan 2011, 23 visits have been made
successfully.
In some cases, students arranged funds at their own for their academic visits abroad. In
last five years, Management Studies Department has sent more than 150 students for
Accelerated International Term. They live in university hostels, take courses and interact with
the local students. MSD students visit Sunway University, Malaysia and Utrecht University,
Netherlands for Accelerated International Terms every year. MSD is doing this without any
resource to public funds or grants. AP&EL office has designed and prepared templates for
Student-exchange Agreements and we may negotiate with foreign collaborators provided
sufficient funds are available in the University for the promotion and improvement of student
exchange at undergraduate level, in particular.
Goals:
1. Increasing number of students visiting foreign universities
2. Increasing number of foreign students visiting GCU
3. Improved courses and academic facilities
Preparation of protocols Signing of Agreements on 2014-2018 Director Academic Planning and
for Student Exchange Student Exchange External Links/
Relevant Dean and Chairperson/
faculty of the concerned
department
Page | 72
Funds for Student Preparation of proposals 2014-2018 Director Academic Planning and
Exchange Program for attaining exclusive External Links/
(internal as well as funds for Student Relevant Dean and Chairperson of
external) Exchange Program from the concerned department and
Govt. and GCU’s own other relevant administrative
sources, such as ORU; departments
GCUEFT; SFAO, etc.
Improved academic and Classrooms, libraries and 2014-2018 University authorities, Dean,
research facilities Labs need to be upgraded Chairpersons, Director Research,
and updated Director Quality Enhancement
Cell

(2014) (2015) (1016) (2017) (2018)
Signing of Signing of 60 116 MoUs 5 15 25 40 60
MoUs MoUs/ signed
agreements,
including No exclusive
Student agreement
Exchange in for Student
the scope Exchange
Student Increased No. 20 More than 5 10 15 20 25
Exchange of Student 30 (approx.)
Enhancement exchange (In-
Bound)
Increased No. 50 More than 10 20 30 40 50
of Student 70 (approx.)
exchange
(Out-Bound)
Secure funds for Preparation 5 0 1 2 3 4 5
Student for proposal (yearly
Exchange for seeking plan)
Programs funds from
donors
Page | 73
Summary
- Keeping in view our previous experiences of signing MoUs / Agreements with Foreign
universities we are of the opinion that GCU Lahore should preferably develop new
linkages with leading universities of Asia, such as universities in China, Hong Kong,
Japan,, Singapore, Malaysia, India and Bangladesh, etc. However, we shall be focusing
on prospective links with universities of Australia and New Zealand as well. We shall
also keep continuing our partisanships with leading universities of the United Kingdom,
the United States and Germany.
- The scope of external links generally pertains to the following:
o Exchange of faculty
o Exchange of Students
o Collaborative research projects
o Joint conferences, seminars, workshops, etc.
o Resource sharing (laboratories; libraries; infrastructure)
o Joint / dual degree programmes, etc.
For meeting the above objectives, we need 1) commitment ;) 2) regular liaison; 3)
skilled manpower and 4) financial resources.
Page | 74
8. INFRASTRUCTURE AND FACILITIES
8.1: Planning for infrastructure and facilities

The University intends to put in place a purpose built campus at Kala Shah Kaku which will
offer state-of-the-art facilities to the students and research scholars. The planning for the new
campus is underway, and funding from the Government will be obtained by submitting the PC-
I shortly through HEC.
8.1.1 Details of Existing and Planned Infrastructure

Today GCU comprises of two campuses, 4 faculties and 20departments, 4 constituent
schools/institutes/Centre, 4 Chairs, offering BA/BSC (Hons.) in 26 disciplines to its current
and prospective students.
The following table briefly tabulates the infrastructural strengths of its two campuses:
Abdus Salam School of
Infrastructure and
GCU Main Campus Mathematical Sciences
Facilities
(ASSMS)
Academic Facilities
(Lecture Rooms/
205 50
Theatre / Hall /
Laboratories)
Books: Nos. 313351 Books: Nos. 5399
Journals: Nos. 236 Journals: Nos. 1276
Library
Magazines: Nos. 36 Magazines: Nos. 54
CDs: Nos. 1325 CDs: Nos. 260
24 Databases
Digital Library 25000+ Online Journals Yes
45000 E-Books
Video Conferencing Room comprising of 32
Seats, Wi-Fi Facility, Common room for Girls, 5
Recreational Facility Wi-Fi Facility, Video
Cafeterias, Mosque, Career Guidance &
Conferencing Room, Common
Placement Centre, Student Development Centre,
room for Girls, Cafeteria
Sport Gymnasium, Sports Complex, Extra-
curricular Societies
Family
Accommodation and Visiting Faculty Guesthouse for 14 persons
Support Services
Page | 75
Strategy Formulation: Infrastructure and facilities
Goals:
a) To rationalize and increase the academic and administrative space and other resource
needs.
b) To systematically implement the GCU, Kala Shah Kaku Campus Master Plan which
includes sub-plans that focus on:
Infrastructure / Facilities GCU, KSK Campus

Academic Block / Class Rooms /
11 Blocks
Laboratories
Library 1
Admin Block 1
Open Air Theater 1
Student’s Centre 1
Mosque 1
Shopping Centre 1
Medical Centre 1
Cafeteria 1
Auditorium 1
Information Centre 1
Boys Hostel 14 Blocks
Girls Hostel 8 Blocks
Cricket Ground 1
Football Ground 2
Hockey Ground 2
Tennis Courts 4
Basketball Courts 1
Badminton Courts 4
Athletics Field 1
Gymnasium 1
Swimming Pool 1
VC House 1
Staff Residence 36 Blocks
Guest House 1
Page | 76
One Kanal Houses 73
Bachelors Apartments 2
Hostel for Visiting Faculty 2

Guards Block 1
Community Club 1
Day Care 1
High School 1
Workshops 1
c) Following programmes are planned for KSK Campus:

Phase-I
1. Faculty of Sciences & Technology
a. School of Chemical Sciences
(1) Department of Chemistry
(2) Department of Pharmacy
(3) Department of Clinical Chemistry
(4) Department of Forensic Sciences
(5) Department of Materials Chemistry
b. School of Environmental Sciences and Engineering
(1) Department of Biodiversity
(2) Department of Water Resources Management
(3) Department of Environmental Engineering
c. Abdus Salam School of Mathematical Sciences
(1) Department of Mathematical Sciences
(2) Department of Statistical Sciences
2. Faculty of Engineering & Technology

(1) Department of Electrical Engineering
(2) Department of Mechanical Engineering
(3) Department of Civil Engineering
Page | 77
a. School of Economic Sciences
(1)Department of Entrepreneurship and SME Management
b. School of Management
c. School of Psychology
(1)Department of Developmental Psychology
(2) Department of Industrial and Organizational Psychology
(3) Department of Clinical and Forensic Psychology
(4) Department of Cognitive Neurosciences
Phase-II
1. Faculty of Science & Technology
a. Centre for Biological Sciences
b.Department of Geology and Earth Sciences
2. Faculty of Engineering and Technology

a. Department of Mechatronics Engineering
b. Department of Architecture
c. Department of Chemical Engineering and Technology
3. Faculty of Languages, Islamic and Oriental Learning
a. Institute of Islamic and Oriental Learning
b. Institute of Languages: French, German, Japanese, Chinese, Russian,
Persian and Arabic
a. School of Economics Sciences
(1) Department of Economics and Public Policy
(2) Department of Banking Account & Finance
b. School of Law
c.School of Communication and Media Studies and Performing Arts
d. School of Arts and Design
(1) Department of Fine Arts
(2) Department of Fashion Design
(3) Department of Textile Designing
e. School of Medical & Health Sciences
Page | 78
(1) Medical College
(2) Teaching Hospital
Goals:
(a) To expand existing faculties of teaching and research
(b) To introduce new faculties and academic programmes
Strategy:1 Actions
Facilities used by Action 1- Expansion of existing and establishment of new programmes / departments at
faculty and the KSK Campus, GCU Lahore.
students need to be Action 2 – Establishment of Technical facilities such as laboratories and workshops.
constantly updated or Action 3 –Establishment of Libraries and E-Library with relevant books, references and
replaced periodicals.
Action 4 –Establishment of Recreational facilities for healthy environment.
Strategy:2 Actions
To improve Action1 - Maintaining clear linkage between the University operating budget and
institutional strategic plans.
effectiveness through Action2 - Maintaining effective annual unit based assessment planning process with
broad-based clear linkage of strategies to the goals of the University strategic plan.
participation in the
strategic and capital
planning, budgeting
and assessment
processes.
Infrastructure and facilities

KRAs KPIs Targets
2013 2014 2015 2016 2017 2018
To establish new
1 new campus to
campus at Kala 2 1 1 1 1 1 2
be established
Shah Kaku
Roads, Footpaths,
Overhead Tank,
Water Supply
Network,
Infrastructure Sewerage Line /
2 1 1 1 1 2 2
Development Sewerage System,
Telephone
Network and
Complete
Electrification
Page | 79
To increase
academic
facilities (Lecture 255 / 255 / 255 / 255 /
Academic Block 255 / 11 255 / 0 255/11
Rooms & 0 1 4 7
Laboratories /
Blocks)
To establish
Library 3 2 2 2 2 3 3
Library
To establish
administrative Admin Block 2 1 1 2 2 2 2
Offices
Mosque 2 1 1 2 2 2 2
Medical Centre 2 1 1 2 2 2 2
Cafeteria 4 3 3 3 4 4 4
To provide
administrative
Boys Hostel 7 3 3 4 5 6 7
facilities in New
Campus
Girls Hostel 5 1 1 2 3 4 5
Staff Residence
8 0 0 2 4 6 8
Block
Bachelors
1 0 0 1 1 1 1
Apartments
Other buildings such as Open Air Theater, Student’s Centre, Shopping Centre, Auditorium,
Information Centre, Football Ground, Cricket Ground ,Hockey Ground, Tennis Courts,
Basketball Courts, Badminton Courts, Athletics Field, Gymnasium, Swimming Pool, VC
House, Guest House, One Kanal House, Hostel for Visiting Faculty, Guards Block, Community
Club, Day Care, High School and Workshops will be constructed after 2018.
8.2: Establishment of IT Processes in the Campus/ E-Campus
System Analyst Office improves the learning process of the Campus by introducing new
computerized processes. These software processes has enabled the thorough and efficient
curriculum activities and staff development. The Integrated process includes Admission
System, Fee System, Examination System, Attendance System, University Website and
comprehensive network infrastructure etc. At present the software mentioned are not available
online however they are integrated and serving well within the campus.
Page | 80
Strategy Formulation: System Analyst Office
Goals:
a) To make existing systems available online.
b) To install and maintain information systems in the Campus with utmost efficiency by utilizing state
of the art modern technologies.
Strategy Actions
To introduce modern IT Action 1- Automate all the Administrative processes of the Campus.
processes in the Campus
that will enable to build Action 2- Online Systems that involve Admission System, Registration System and
an E-Campus Examination System.
environment.
Action 3- To update E-Library for efficient learning process.
KRAs KPIs Targets
2012 2013 2014 2015 2016 2017
Introducing 22% of IT 22% 7% 10% 15% 18% 22% 25%
modern IT processes to be
processes in implemented.
the Campus
enabling the
establishment
of e-campus
environment.
Establishing To provide 35,000 25,000 26,000 28,000 30,000 33,000 35,000
an network, access to 7199
enabling staff +420 persons
and students (Students and
of the staff) to online
university to journals
connect with
any other
networks
outside and
seek specific
information
or participate
in various
forms for the
exchange of
ideas.
Establishment Development, 100% In process In 30% 50% 70% 100%
of admission Installation, process
portal to Implementation
increase and
online maintenance of
admissions Admission
process portal.
Page | 81
9. HUMAN RESOURCES
9.1: General human resource policies
 Appointment to all posts in the service of the University may be made by initial
recruitment, promotion, on contract or on deputation with or without deputation
allowance from any Government Department, local body, agency, national and
international organization or any other authority.
 Authorities competent to make appointment to various posts shall be as prescribed in
the Ordinance and the Schedule.
 Appointment to the service of the University or a post in connection with the affairs of
the University shall be made by initial appointment or by promotion from among such
persons possessing such qualifications and fulfilling such other conditions as are
prescribed in the Schedule or in the absence of any such prescription in the Schedule,
appointment may be made on such terms and conditions as may be specified by the
Chancellor, the Syndicate, the Vice Chancellor or by a person authorized by the
Chancellor, the Syndicate or the Vice Chancellor from time to time.
 When a post is to be filled in by initial recruitment, the Registrar shall cause an
advertisement to be published in at least two national dailies of wide circulation stating
scales of the pay, minimum qualifications prescribed for recruitment and the date by
which the applications may be received.
 In case the number of applications received for any post exceeds five, test may be held
to short-list five applicants for the post.
 Applications received from the candidates, eligible as per conditions mentioned in the
Schedule, shall be considered by the Selection Board or Selection Committee as the
case may be, which shall recommend to the Appointing Authority the names of suitable
candidates for appointment to the teaching or other posts.
 Where an Appointing Authority does not accept the recommendation of a Committee
or a Board, it shall record reasons therefore and refer the matter back to the Board or
Committee, as the case may be, for reconsideration in the light of the observation made
by the Appointing Authority. In case the Committee or the Board does not change its
previous recommendation, the decision of the Appointing Authority shall be final.
Provided that the Appointing Authority shall record reasons for its decision.
Page | 82
 No person, not already in the service of the University, shall be appointed to a post
unless he produces a certificate of character from the Principal Academic Officer of the
academic institution last attended.
 An appointment by initial requirement shall be subject to the satisfaction of the
Appointing Authority as to the character and antecedents of the candidate.
 Appointments by transfer within the University may be made if necessary.
9.2 Recruitment and retention policies
 Appointment to the posts listed in the Schedule shall be made as stipulated therein.
 Appointments in BS-17 or equivalent and above shall be made by the Syndicate on the
recommendation of the Selection Board.
 Appointments upto BS-16 or equivalent shall be made by the Vice Chancellor on the
recommendation of the Selection Committee.
 Promotion of the University employees in BS-1 to 8S-17 shall be made by the Vice
Chancellor on the recommendation of the Promotion Committee constituted under the
Sixth Statutes of the University.
 Nomenclature of posts, the minimum qualifications required and the method for
appointment against the teaching and administrative posts in the University shall be
such as is given in the Schedule appended to these Statutes.
9.3:Growth and development (HRD)
GCU Quality Enhancement Cell arranges pre-service and in-service professional development
programmes for teaching faculty and staff. The Quality Enhancement Cell has been organizing
Professional Development and capacity Building for the Faculty Members and Staff Members
of the Government College University Lahore. The schedule for GCU faculty development
program is given as below:
Page | 83
Year-wise Study Programme
(in Nos.)
Year/Programme 1 2 3 4 5 Total
Split 2 2 2 2 1 9
Science
Foreign 2 2 2 2 1 9
Sub-Total 4 4 4 4 2 18
Arts and Split 3 3 3 3 3 15
Social Sciences Foreign 7 7 7 7 7 35
Sub-Total 2 2 2 2 2 50
Total 6 6 6 6 4 68
Management Training 3 3 3 3 3 15
Note: Duration for split and foreign Ph.D. programmes is 4 years but in case of split Ph.D. a
student will spend 3 years in Pakistan and 1 year in foreign country.
9.4: Performance management
 Annual Evaluation Report is used for assessing the performance of faculty members as
well as administrative staff, separately.
 Annual Evaluation Report is points based performa which assesses teaching,
research/publications, co-curricular activities, participation in training programmes and
faculty’s contribution to institutional development.
 It is a yearly activity and results are communicated to the university’s employees as
feedback.
9.5:Remuneration and benefits
 Subject to any other provision of these Statutes, an employee shall be entitled to such
pay and allowances in the Basic Pay Scale as are specified in the Schedule.
 An annual increment in a scale of pay shall ordinarily be allowed as a matter of course
on 1st December of every year,
Page | 84
 Provided that an employee has completed six months of service in that pay scale during
the calendar year in question.
 Provided further that in case an employee has not completed six months in the promoted
pay scale, the annual increment shall be granted to the employee in the old scale of pay
in which six months in the calendar year in question stood completed.
 A lecturer holding a degree of Ph.D. may be granted B.S. 18 (Assistant Professor)
subject to approval by the Syndicate.
 The competent authority for appointment to a post will also be competent to grant a
higher initial pay or advance increments/higher qualification allowance to persons
directly recruited to a post in the service of the University.
9.6: Projection of staff
GC University Lahore is facing challenges in the field of faculty development, as merely 49%
of GCU teaching faculty is holding PhD degree which is not sufficient for meeting the
academic and research challenges faced by the University. Thus, a comprehensive ‘Faculty
Development Programme’ of Rs. 234.117 Million has been submitted to the HEC for meeting
the staff development needs of GCU for a period of eight (08) years, awaiting final approval.
Under this programme, 28 faculty members, including 18 members from sciences and 10 from
arts and social sciences shall be given scholarships for pursuing their doctorate degree in
leading foreign universities. In addition, 15 staff members shall be facilitated while providing
scholarships for training in modern management techniques from abroad.
Keeping in view of the establishment of new campus and expanded academic programs the
PhD faculty requirement will be raised to 134.
9.6.1: Projected number of academic staff

Presently, 21 staff members are studying MPhil/PhD in Pakistan and abroad under various
scholarship schemes.
Page | 85
Proposed faculties staff requirement for KSK campus
# Faculty Grade No
1. Professors 21/TTS 14
2. Associate Professors 20/TTS 14
3. Assistant Professors 19/TTS 42
4. Lecturers 18 102
Total 176
9.6.2: Projected number of PhD holders

The projected number of PhD holders is given below:
Year/Programme 2014 2015 2016 2017 2018 Total
Split 2 2 2 2 2 10
Science
Foreign 2 2 2 2 16 24
Sub-Total 4 4 4 4 2 34
Arts and Split 3 3 3 3 3 15
Social Sciences Foreign 7 7 7 7 10 38
Sub-Total 2 2 2 2 2 53
Total 6 6 6 6 4 87*
*The PhD degree holder for KSK Campus is dependent on the approval of the PC-I.
Following faculty members started their study in 2011-2012:
Present Scholars 2011 – 2012
# Scholarship Name Employee Department Designation Country Start

Name Date
1 Gwangju Institute Of Ch. Usman Physics Lecturer South 15-Feb-
Science And Technology Khalid Korea 11
(Gist) ( Kwangju), South
Korea
2 Chinese Scholarship Tariq Ismael Mathematics Lecturer China 01-Sep-
Council 11
Page | 86
3 Graduate University Of Zafar Siddiq Botany Sr. Curator China 01-Sep-
Chinese Academy Of 11
Sciences
9.6.3: Projected number of administrative staff
Proposed administrative staff requirement for KSK campus
# Post BPS Qty
1 Vice Chancellor 22 1
Registrar, Treasurer, Controller

2 20 4
Examination
3 Directors(Services, Academics) 19 5
4 Deputy Directors 18 7
5 Assistant Directors 17 16
6 Clerical & Technical Staff 16 14
7 PAs, Clerical & Technical Staff 15 18
Sub Engineers , Dispenser, CAD operators,

8 11 8
Store keepers etc
9 Data Entry operators, Clerks etc 8 12
10 Drivers/ Dispatch rider 5 10
Supporting Staff: NQ , Mail , Security

11 1 19
guards etc
12 Networking Staff Contract 9
Total 123
Strategy Formulation for Human Resource
Goals:
a) To hire faculty at different tiers
b) Increase the teaching strength (senior faculty) particularly Professor and Associate Professors….
Strategy-1 Strategy-1 Strategy-1 Responsibility
To increase the To increase the teaching strength To increase the teaching Establishment Office
teaching in order to bring the university at strength in order to bring Registrar’s Office
Page | 87
strength in par with international standards in the university at par with
order to bring terms of student teacher ratio and international standards in
the university at promote research. terms of student teacher
par with ratio and promote research.
international
standards in
terms of student
teacher ratio
and promote
research.
Human Resource
Five
KRAs KPIs Target Baseline Years
Targets
2013 2014 2015 2016 2017 2018
Increase the Professor. 21 14 18 22 26 30 35
strength of
Professor
Increase the Associate 36 14 20 26 35 40 50
strength of Professor
Associate
Professor
Increase the Assistant 14 121 121 125 130 130 135
strength of Professor
Assistant
Professor
Increase the Lecturer 10 165 165 170 170 170 175
strength of
Lecturer
Increase the Teaching 14 26 30 35 35 40 40
Assistant /
strength of
Research
Teaching Assistant
Assistant
Page | 88
10. FINANCE
10.1: Background
At present Higher Education Commission is giving almost 58% of budgetary support to the
university, 2% Government of the Punjab and remaining 40% is met from own sources. Deficit
is offset by minimizing income expenditure gap.
10.2: Source of Income

Government College University meets its expenses from student fee, Grants from Higher
Education Commission and the Government of the Punjab.
Rs. In Million
2011- 2012- 2013-
2014-15 2015-16 2016-17 2017-18
SOURCE OF INCOME 12 13 14
Student fee
(Tuition fee,
Registration fee,
146.63 156.50 171.05
Admission fee, 188.161 206.977 227.674 250.442
4 4 5
Examination fee,
10.2.1 Degree fee, etc.)
Income from
Investments:
(Investment on 16.458 19.200 21.120 23.232 25.555 28.111 30.922
10.2.2 TDRs,
Miscellaneous
Income
Fine, Tender fee,
old newspapers,
58.231 61.709 64.465 70.912 78.003 85.803 94.384
wastage, NOC
fee, profit on
10.2.3 bank etc.
Income from
strategic
business units
(Canteens, Photo
stat shops, 26.807 44.059 59.356 65.292 71.821 79.003 86.904
transport,
Hostels,
10.2.4 prospectus etc.)
Income from
consultancies
(Consultancy
services
provided to
1.500 1.650 1.815 1.997 2.196 2.416 2.657
other
organizations or
general public
10.2.5 etc)
Page | 89
Income from
subsidiary
companies/unit
-
s if any (Income 1.612 10.000 11.000 12.100 13.310 14.641
from affiliated
10.2.6 collages)
Income from
research by
increasing scale
-
of research and 26.000 98.500 126.500 157.000 181.000 220.000
programme-
10.2.7 based funding
Tapping other
sources (Any
- - - - - - -
other source of
10.2.9 Inc.)
HEC
GRANTS:
Budgetary
Support,
Additional
Grant, TTS,
Foreign Faculty 346.66 446.39 510.25
591.983 690.057 807.746 948.972
Hiring, Dr. 9 7 5
Salam Chair,
DRIC, QEC,
Fin. Aid office,
10.2.1 and need base
0 Sch. Etc.
GOVT. OF
THE PUNJAB
GRANTS:
18.173 18.643 18.643 18.643 18.643 18.643 18.643
10.2.1 Recurring Grant,
1 etc.
614.47 775.77 955.21 1,097.71 1,262.35 1,443.70 1,667.56

TOTAL 2 4 0 9 2 6 4
10.3: Financial Sustainability

Government College University, Lahore is a non-profit organization and Governed under
Government College University Lahore Ordinance 2002 and established solely for educational
purposes and not for the purpose of profit and funded by the Higher Education Commission
(HEC), Government of the Punjab and student fee.
10.3.1: Income and Expenditure Statement

Annex-A
10.3.2: Balance Sheet
Annex-B
Page | 90
10.3.3: Cash flow statement
(GCU does not prepare cash flow statement on yearly basis)
10.3.4: Maintaining financial bed

GCU Endowment Fund was established in the 2003. As of today, its volume is approximately
Rs. 150 million. The endowed amount has been prudently invested and from the proceeds of
the invested amount, fully and partially paid scholarships are provided to students in the light
of their needs and requirement. An amount of 7.7 million has been disbursed amongst students
in 2012-13. As a means of ensuring financial sustainability in the future, GCU plans to raise
this amount to Rs 350 million.
10.3.5: Long term investment

As per clause 10 of Financial Statues, GC University, Lahore is investing any balance at credit
in Term Deposits giving due consideration to the risk coverage. So far all investments have
been made in one-year’s term deposits with the commercial banks, after inviting bids from the
bank. The investment is made with the highest bidder.
10.3.6: Adopting and maintaining Entrepreneurizing culture

Strategy Formulation for Financial Sustainability
Strategy Formulation: Finance
Goals:
a) To enhance financial resource generation capacity and ensure its sustainability in the University.
b) To promote entrepreneurial culture by setting companies and business and technology park
Strategy- 1 Action
Promoting and  Applying for more call for proposal for more consultancy, patents, rights
encouraging etc.
entrepreneurship and
income generating  Setting up Knowledge transfer Partnership Company and Technology Park.
activities in GCU .
Strategy- 2 Actions
To enhance income  More networking
through Endowment  Activating alumni for more fund raising
Fund.  Strengthen relationship with the community
Strategy-3 Actions
Grant from  Applying for more call for proposal for more consultancy, patents, rights
International Donors etc.
and Agencies
Page | 91
Financial Sustainability

KRAs KPIs Target
2013 2014 2015 2016 2017 2018
 Development Awareness and 20 0 4 4 4 4 4
and Training
understanding of
the university’s Seminars in
financial system
each quarter
 Promote
efficiency and
transparency in
budgeting.
 To be able to
develop business
plan to achieve
long term vision.
10.4: Entrepreneurial thrive
10.4.1: Adoption of business plan for the university/institute to commercialize its

products
GCU Knowledge Transfer Partnerships (Pvt.) Limited
GC University had taken an early initiative to commercialize the knowledge created in the
university but the process got stalled for various reasons. It is now in the process of being
revitalized.
We are setting up a separate legal entity. The proposed name is GCU Knowledge Transfer
Partnerships (Pvt.) Limited. The company will be owned by the university itself and
incorporated under the Company Law 2002. It will be responsible for Commercialization and
Transfer of Knowledge. An extract of the objectives from the Memorandum of Association is
reproduced below:
Page | 92
Objectives:
1. To provide benefits to the industry from the knowledge and research of academia, and
develop the potential of transferring academic know-how to industry through the
creation of a knowledge transfer partnership;
2. To provide a forum to teachers through which they can transfer their real-time
knowledge to the industry and reward them for their efforts;
3. To provide exposure to the industry environment for university graduates and students;
4. To impart education and training and to encourage and promote research in such areas
of the arts, the sciences and all the other areas of learning as the Board of Directors may
decide;
5. To provide prospecting and administrative support for consulting and training projects,
and ensure rigorous academic quality for all deliverables;
6. To benefit from enormous funding opportunities available for University-Industry

linkages, and create a real-time learning opportunity for University teachers and
graduates;
7. To affiliate or associate itself with other institutions, establish faculties and to select
faculty members and decide courses and teaching methods and strategies in order to
ensure the most effective education programmes;
8. To award, from time to time, scholarships to outstanding students and scholars;
9. To award, from time to time, prizes in recognition of outstanding original research

work;
10. To select and examine students and to award them certificates and other academic
distinctions in relation to the objectives of the Company;
11. To encourage, promote, support or arrange symposia, seminars, lectures, classes,

demonstrations and exhibitions to advance the objectives of the Company;
12. To undertake, in any other manner, the diffusion of knowledge and expertise;
Page | 93
13. To print, publish, issue, circulate, carry on research, aid and assist in circulating and
issuing papers, periodicals, books, publications and undertake other similar efforts in
relation to the objectives of the Company;
14. To found, subsidize, aid, assist, establish, maintain, run, administer and manage trusts,
funds including endowment funds, grants and other benefactions in the furtherance of
the objectives of the Company;
15. To enter into agreements, contracts and arrangements with domestic and/or foreign
governments, organizations, institutions, bodies and individuals for the purpose of
carrying out its functions and activities;
16. To establish, subsidize, promote, co-operate with, become member of, act as or appoint
trustees, agents or delegates for, control, manage, superintend, give gifts and lend
monetary or other assistance to any association, institute or fund, whether incorporated
or not, which the Company may consider appropriate to further any of its objectives;
17. To receive and accept gifts, grants, aids, donations, benefactions of all nature and kind
whatsoever and raise, establish, and maintain funds, properties and assets by
subscription and contribution and by receiving and acceptance of gifts, grants, aids,
donations, benefactions and other means from domestic and/or foreign sources;
18. To raise and borrow any monies and funds required for purposes of the Company
without security or on such security, as the Company may think fit and to repay any
such borrowings;
19. To purchase, take on lease, exchange, hire or otherwise acquire any real and personal
or immovable and movable property and any rights and privileges whatsoever and to
build, construct, alter and maintain buildings, houses or other constructions for the
Company and to sell, lease or in any other manner enable the use of such assets by a
university or universities promoted or sponsored by the Company;
20. To work, improve, manage, administer, develop, turn to account, sell, lease, mortgage
or otherwise dispose of or deal with all or any of the funds, properties and assets of the
Company;
Page | 94
21. To invest monies of the Company not immediately required in such securities, shares,
and debentures or otherwise in such manner as may from time to time, be determined
by the Board;
22. To guarantee the payment of money or performance of any obligation or undertaking

whatsoever and to stand security and perform and discharge obligations arising from
the giving of guarantee or security;
23. To promote, organize and establish branches and offices of the Company wherever
considered necessary and manage and control such branches and offices and delegate
such powers and functions to such branches and offices as may be considered
necessary;
24. To receive and administer funds for scientific and educative purposes and to that end
take and hold, by request, device, gift, purchase, or lease, either absolutely or in trust,
for such objects and purposes or any of them, any property, real, personal, intellectual
or mixed, without limitation as to amount or value, except such limitation, if any, as
may be imposed by law, and to sell, convey, dispose of any such property and invest
and reinvest the principal and income thereof, and deal with and expend the principal
and income of such funds for any of the objectives of the Company without limitation,
except such limitation as may be imposed by law and in the case of the funds received
under instruments, such limitations as may be contained in those instruments;
25. To receive, take title, hold and use the proceeds and income of stocks, bonds,
obligations, or other securities of any companies or corporations, domestic or foreign;
26. To receive funds from other societies, charitable organizations, governments, local
bodies and persons, whether corporate or otherwise, and under such terms and
conditions as may be agreed upon between the Company and the donor;
27. To promote, conduct, manage, contribute to or otherwise assist in any arrangements for
sharing profits, union of interest, co-operation or other scheme for the benefit of the
employees of the Company and to pay gratuity, pension, bonus and extra remuneration
or compensation of any kind to any contractors, officers, servants or workmen or other
employees of the Company, as the Company or its Directors may from time to time
think fit;
Page | 95
28. To purchase, take on, lease or in exchange, hire, or otherwise acquire any real or
personal property, and any machinery, stock or plant, and any rights or privileges which
the Company may think necessary or convenient with reference to any of its objects, or
the acquisition of which may seem calculated to facilitate the realization of any
securities held by the Company, or to prevent or diminish any apprehended loss or
liability which may seem capable of being profitably dealt with by way of re-sale or
otherwise and, in particular, any land, buildings, rents, reversions, policies of assurance,
life interests, rights of action, book debts or any other assets;
29. Subject to the applicable law, to do all such other things as are incidental or conducive
to the attainment of, or in furtherance of the above objects or any of them.
Technology and Business Park
A Technology and Business Park is under discussion in the new campus in Kala Shah Kaku
(KSK). The KSK campus is at the strategic intersection of Motorway and G.T. Road and is
thus logistically ideally suited for businesses. Other universities of Lahore are developing their
campuses at KSK. We are developing a plan for establishing a Business & Technology Park
where businesses looking for help from academia could be accommodated.
10.4.2/10.4.3: University’s programs, products and facilities can be franchised and

marketed both locally and internationally and Outcome of research can be
commercialized
The following of the university programs, products and facilities are franchised and marketed
both locally and internationally.
Programs
1. Forensic Science
2. Pharmaceutical Chemistry
3. Biotechnology
4. Microbiology
Page | 96
5. Environmental Studies
6. Lasers
7. Entrepreneurship and SME Management
8. Public Policy
9. Computer Sciences
10. Psychology
11. English Language Teaching
Products
1. The university has acquired patent for Analytical Grade Salt (US Patent No.US8273321
B1) for pharmaceutical and chemical industries in year 2012.
2. The university has also filed US Patent for Nano-leucite Nitrogen Fertilizer, which
enhances the efficiency of the Nitrogen fertilizers by many days.
3. In collaboration with DESCON Chemicals, the Department of Chemistry undertook a
model university – industry collaborative project to develop water based laminating
adhesive. This technology was transferred to DESCON at the cost of Rs. 2.3 millions.
4. The Department of Chemistry also developed a process for the production of Humic
Acids from indigenous sources in 2010. This technology was sold to RL Enterprises
for Rs. 0.5 million. The Department has also developed the production of Maltodextrins
from broken rice. These technologies are ready for sale.
5. The Department of Chemistry is providing testing services to industry and academic
institutions of X-Ray Crystallography, HPLC method development and analysis of
pharmaceutical drugs, effluent analysis on atomic absorption, elemental analysis on
CHNS analyser and antioxidant activities of natural and synthetic drugs. In addition to
these the department is providing drug testing services for anticancer drugs for Shaukat
Khanum Memorial Cancer Hospital and Research Centre at the initial cost of Rs. 0.3
million.
6. Recently Department of Zoology has applied for US Patent on Use of Local
Insecticidal Bacillus thuringiensisIsolates to Control diseased Vectors.
7. The Institute of Industrial Biotechnology (IIB) has developed a process for the
production of Glucose oxidase by Aspergillus niger in 2012. Currently, the institute is
in negotiations with Calzyme for the commercialization of Glucose oxidase.
Page | 97
8. The Institute of Industrial Biotechnology (IIB) also provided the technical expertise and
helped the villagers to establish Biogas plants in different villages. A number of such
Biogas plants are currently working in these villages.
9. IIB is currently working on a project for the Production of bioenergy (bioethanol) from
plant biomass. In addition, a number of products such as alpha amylase for textile
industry, L-Lysine for chick feed industry, cellulases for textile industry and alkaline
proteases for leather industry are at the final stages of development at IIB and will be
commercialized in near future.
Facilities
1. The Botanic Garden, GC University Lahore is the oldest botanic garden in Pakistan,
which provides both academic and commercial services. The Botanic Garden providing
technical expertise to the students and other stake holders of local educational institutes.
Moreover, the Botanic Garden is providing plant raw material to the scientists working
in the field of pharmacology, biochemistry, microbiology, biotechnology, ecology,
applied molecular biology, plant conservation and many others. Botanic Garden is
involved in carrying out feasibility and research studies for other departments of
Government of Punjab. Recently a feasibility study on Extraction of essential oil of
commercial value from fragrant or aromatic plants was carried out in collaboration with
Punjab Small Industries Corporation. Botanic Garden is raising rare and medicinally
important plants which are in demand by the pharmaceutical industry. Moreover,
different varieties of ornamental plants are raised for commercial purposes.
2. Commercialization of Testing and Diagnostic Facilities for Industries and other
organizations installed at Materials Chemistry Laboratory, Centre for Advance Studies
in Physics, Sustainable Development Study Centre, Institute of Industrial
Biotechnology and Department of Physics.
3. Business Creation Exercises for Entrepreneurial Activities.
4. Clinical Psychology unit is offering consultancy services for Psychotherapy and
assessment to the community. Child Protection Bureau has also asked for consulting
and training services for their staff.
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10.4.4: Separating management of non-core activities from the university through smart
partnerships with subsidiaries or outside parties
Universities are increasing relying on specialist providers for non-core services. There are
specialist companies that have sprung up in developed markets that handle student
accommodation, cleaning and general housekeeping, security and similar services.
GCU plans to take the first step in this direction with the search for the provider of its IT
infrastructure. So far, the IT systems are mostly piece- meal and homegrown and are far away
from a comprehensive Enterprise Resource Planning system. We are preparing a plan and
would put forward the request for funding in this regard in the coming academic year.
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Strategy Formulation for Entrepreneurial thrive
Goals:
1. To assess and analyze the Cost, Profit & Revenue Centers of the University and to apprise the Unit
Managers/Directors/Heads of Departments of their role and contribution in achieving financial
sustainability
2. To help and train the Unit Managers/Directors/Heads of Departments develop their own strategy for
sustainability and growth.
3. To get accreditation and certifications.

To equip  Awareness seminars 2013-2018  ORIC
university’s  P&D
 Sharing of best practices
 Treasurer’s Office
stakeholders  Development of business  Concerned Academic
with tools of Departments.
plans for departments
financial  Training
literacy and
management
Entrepreneurial thrive

KRAs KPIs Target
2013 2014 2015 2016 2017 2018
 Development Awareness and 20 0 4 4 4 4 4
and
Training
understanding of
the university’s Seminars in
financial system
each quarter
 Promote
efficiency and
transparency in
budgeting.
 To be able to
develop business
plan to achieve
long term vision.
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10.5: Resource allocation and administrative efficiency
GCU has meagre financial resources to cater to its academic needs and requirements. It seeks
to improve its resource allocation and administrative efficiency through the following strategy.
Strategy Formulation for Resource allocation and administrative efficiency
Goals:
a) To rationalize expenditure through effective administrative and financial controls in the University
b) To improve the purchasing practices by delegating the power of purchase to departments
c) To utilize the services of the employees in an effective manner to enhance efficiency and performance
Improving 1.Setting up effective 2013 -2018 Registrar Office
operational administrative and financial Treasurer Office
performance controls Deans’ Office
through 2. Improve the purchasing and Chairpersons of
accounting, fee practices by delegating the power Departments
control and of purchase
salary system. 3. Comprehensive internal review
and assessment of all departments
to improve the administrative and
academic performance
4. Development of financial plan
to encourage entrepreneurial
efforts and activities taking into
account the cost patterns as well.
Resource allocation and administrative efficiency

KRAs KPIs Target
2013 2014 2015 2016 2017 2018
Management To introduce ERP Nil Phase Phase- Final Implementation
systems for Enterprise Setup -I II Phase
improving Resource
performance Planning
management
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11. NETWORKING
11.1: Government agencies
GCU Lahore is getting the following benefits while networking with the HED, Punjab:
 Grant is received.
 Representation in various bodies
 Intermediate Program
 Benefits of provincial schemes, including PEEF Scholarships, Laptop distribution,
etc.
GCU Lahore is getting academic, financial and research support from HEC that played a
pivotal role in transforming GC into GCU Lahore. The University is getting consistent support
on the following:
 Research grants
 Development Grants
 Tenure Tract System
 Foreign Faculty Hiring
 Guidelines regarding scheme of studies and curriculum development for various
academic Programs
 Establishment of Quality Enhancement Cell, Offices of Research, Innovation and
Commercialization, Student Service Centre
 Funds and grants for supporting international links, PhD research work,
international conferences/workshops, etc.
11.2: Industry
Over the next five years University will further strengthen its networking with government
organization by managing market driven as well as market driving programs, policy feedback
and applying for commissioned research in government organizations and development sector.
GCU is taking a qualitative leap forward by developing strong linkages with industry through
general support, contract research, research centers and institutes, research consortium,
industrial affiliate programmes and new business incubators and technology parks. GCU
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Lahore has a regular liaison with various industries and corporates sector since its
establishment in 2002.
For promotion of research, students’ job placement, internship; research work and resource
sharing GCU has signed a number of MoUs/ Agreements with industries and corporate sector.
To name a few Lahore Chamber of Commerce and Industry, Pakistan (2004); Pakistan
Pharmaceutical Manufacturers Association (PPMA), Punjab (2004); Small and Medium
Enterprises Development Authority (SMEDA), Lahore (2008); Punjab Small Industries
Corporation (2008); R.L. Enterprises (Pvt.) Ltd (2009) State Bank of Pakistan (SBP) Banking
Services Corporation, Lahore (2009) Descon Chemicals (Pvt.) Ltd (2009); Perfect Dynamics,
Lahore (2011); Technology Exchange and Corporation (Pvt.) ltd. (2011); Emblem Technology
(Pvt.) Ltd. , Lahore (2011); Selinks, Lahore (2011) and NovaMed Pharmaceutical (Pvt.) Ltd,
Pakistan (2013).
Industry consultancy projects of Management Studies with Coca Cola (2004), Guard Rice
(2005), Interwood (2005), and Pepsi Cola (2005); Seismological studies research project of
Botany Department in collaboration with Gondwana Tree-Ring Laboratory, New Zealand
(2008-2010), research projects of Chemistry Department on “Production and Application of
Humic Acid and its Variants” in partnership with R.L. Enterprises (2009-2010) and a feasibility
Study on “Extraction of Essential Oils from Fragrant / Aromatic Plants funded by Punjab Small
Industries Corporation – PSIC (2009-2010) are few successful examples.
Similarly research projects of Psychology Department funded by Lilly Pharmaceuticals Ltd,

Pakistan on “Effects of Duration of Untreated Psychoses (DUP) on Cognition and Emotion
Recognition in Patients on First Episode Psychoses (FEP) – Phase-II (2009-2010) are few
examples of industrial and corporate sector involvement in promotion of research at GCU
Lahore.
GCU provides academic freedom to all the departments to liaison with industries for the
benefits of students and staff. Most of the GCU departments have very active, long lasting and
productive informal collaboration with a wide range of industries that facilitate them to meet
academic and research requirements of BS (4-year Hons.); MS/MPhil and PhD. Programmes.
These informal links include Surgical Instruments manufacturers Association of Pakistan;
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PSCIR lab. Ferozpur Road, Lahore; CCL Pharmaceutical (pvt) Ltd,Pakistan`; Ittehad
Chemicals, Pakistan; Dawood Hercules (Pvt) Ltd, Pakistan; Pharmagen (pvt) Ltd, Pakistan;
Highnoon Pharmaceutical (Pvt) Ltd, Pakistan; Pacific Pharmaceutical (Pvt) Ltd Pakistan;
Friends Pharma (Pvt) Ltd, Pakistan; Packages (Pvt) Ltd.Lahore, Pakistan; Rupali Polyester
(pvt) Ltd.Lahore, Pakistan; Sherzo Laboratories, Pakistan; Qurshi Industries (Pvt) Ltd. Lahore,
Pakistan; Shafi Resochem Ferozepur Road Lahore, Pakistan; National Feeds (pvt) Ltd.
Sheikhpura, Faisalabad Road, Lahore, Pakistan; Glaxo-Welcome Pharmaceutical Industries ,
Pakistan; Pepsi Cola (Pvt) Ltd; Nestle (Pvt) Ltd; Flow Pharmaceutical (Pvt), ltd; AAA
Association/ Consultants, Islamabad, Pakistan; NIAB, Jhang, Pakistan; PCSIR, Labs,
Complex, Lahore, Pakistan; NARC, Chak Shehzad, Islamabad, Pakistan; National Feeds ,
Sheikhpura , Pakistan; Alpha Chemicals, Pattoki, Pakistan; Shafi- Resco Chemicals, Ferozpur
Road, Lahore, Pakistan; NIBGE, Jhang Road, Faisalabad, Pakistan; and Statistics Bureau of
Punjab, Pakistan
Internship and Placement Office

GC University Lahore has been providing its students with job placement facilities since 2002.
The Career Guidance and Placement Centre is dedicated to helping the students to assess their
career interests and aptitude. It offers them an opportunity to acquaint themselves with different
companies and enterprises to gain an insight into the career options currently available through
various workshops and Seminars. The Centre maintains close relationship with industry and
business houses.
The Placement Centre is vigorously engaged in locating job opportunities for GCU students in
various disciplines. A Placement Strategy has been developed by the Centre to make its
substantial efforts more judicious and fruitful for the students. The Placement Centre has
adopted the platform of “Old Ravians Union” for this purpose and the confidentiality of this
data is the prime concern of the Centre.
In order to endorse the placement prospects of the young Ravians, Placement Centre is actively
developing linkages of with the industrial establishments for internships, full time or part time
jobs, scholarships and financial support, and introduction of market-driven programmes /
courses. The Centre is acting as a link between the teaching departments and employers and
conduct job fairs, industrial visits, workshop, professional training sessions on resume writing
Page | 104
and interview skills and seminars by inviting the renowned educationists and legendary
industrialists for the professional exposure of students. In 2011-2012, in total 985 students were
benefited from the Placement services, as mentioned below:
#: Purpose Student Count

1 Job Placement 160
2 Internships 380
3 Career Guidance 445
Total 895
11.3: Alumni
Old Ravians Union
Old Ravians Union is an elected body of former students of GC University, Lahore. It was
established in 1934 and revived in 1995. It has affiliation with GC University, Lahore and Vice
Chancellor is the ex-officio patron of the Union. All Old Ravians are eligible to apply for the
membership and they can contest biennially elections of various offices of the Union including
President. It provides a permanent link between GCU and its alumni. The Union arrange
intellectual, social, and cultural and sports events where Old Ravians meet and interact. It is
also an instrumental for generating funds from the Old Ravians for GCU Endowment Fund
Trust which is established to provide financial aid to deserving students and for development
of the University. The Union has its affiliated chapters in Karachi, Islamabad, India, UK, US
and Canada. Currently, it has more than 7000 registered members and in next five years, it is
expected that membership would cross 15000. This forum is very useful to assist and help the
University in social, financial and political matter.
11.4: Community
Government College University, Lahore has a very rich tradition of co-curricular activities over
145 years. Currently, 18 university level and 29 Departmental level societies are performing
their virtue towards the community development.
Page | 105
Strategy Formulation for Networking
Goals:
a) To serve the community at various levels in order to enhance the Cognitive skills and synergetic abilities
of the people.
b) To serve the community in a better way, by helping them during disasters, and to provide them different
services, especially in health and education.
c) To enhance environmental awareness in the community and society.
Establishing Blood donor society has been working 2013 Chairman, Societies board
more blood for a noble cause, in next 5 years; the 2014 Secretary Societies board
camps in next 5 society has the plan to launch the blood 2015 Advisors of the
2016 society/club.
years. donor camp every year to serve the 2017
community.
Engaging them Debating society has won more than 150

in brain prizes during the year 2012-13. Society
storming. has the plan to prepare the students to
compete the challenges of next 5 years.
Equip them Rovers club and Disaster Risk

with more management society always been a very
techniques. helpful towards the community services,
the students of this club and the society
have been participating during disasters,
in next 5 years, these two will increase
the interaction with the community, so
that the club may serve in a better way.
Arrange the Horticultural and Environmental society

different events will arrange the different lectures, events
which can and competitions to create the awareness
make an of environmental protection and to
awareness of realize the importance of love for nature.
clean Young Journalist society again has the
environment. plan to increase the social, cultural and
Engage them in normative standards during the next 5
social and years through interacting with the
cultural community at different forums.
activities.
Music society will arrange various music
competitions and weekly music
Will perform performances to make a harmonious
the short plays balance between reason and spirit of the
quarterly community.
Dramatic club has been serving the
community through its different
performances at different places and
occasions. Now, it is working on the
Page | 106
scripts through which, the ethical and
moral values can pour in the veins of
community.
Networking

KRAs KPIs Target
2013 2014 2015 2016 2017 2018
Arranging more 2 annual blood 10 2 2 3 4 5 10
blood camps camps to be
conducted.
Conducting more 2 National and 50 5 8 12 15 18 50
Music and debating 5 local debating
competitions Competitions
will be
arranged.
Conveying 3 short and 1 6 2 3 4 5 5 6
messages through long play will
performing arts be staged
annually.
Helping needy 2 training 5 2 2 3 3 4 5
through community camps will be
services arranged
annually.
Arranging and 2 University 5 2 3 3 3 4 5
participating in and 1 national
different awareness Quiz
programmes. competition
will be
conducted
annually.
Page | 107
12. LINKAGES WITH NATIONAL AND INTERNATIONAL DONORS
In this era of internationalization of higher education, GCU believes in collaboration and

networking to cope with the global academic environment. For meeting the challenges of
highly competitive academic world, GCU has devised a strategic plan for developing and
strengthening academic links with the leading national and international universities and
research institutions. Our external links strategy focuses on increasing international awareness
of students and faculty; strengthening research and knowledge production; and fostering
international cooperation and harmony. Since 2002, GCU has established 148 foreign and local
linkages with universities, industries and organizations of repute (see Annexure-3).
12.1: Generating revenue

Since becoming University in 2002, the demand for resources has increased manifolds in GC
University, Lahore. Funds are needed to enhance academic and research scholarship programs
for students and faculty. Universities all over the world seek financial support from their alumni
to acquire a strong resource base. Endowment Fund Trust is likewise established to collect
donations from philanthropists and Old Ravians. The principal collected amount is never spent,
only earned income is to be used to provide financial aid to needy and deserving students and
for developmental projects of the University.
A university is as good as its resources are. To make the GCU one of top ranked universities
of the world, the Old Ravians have been playing their role to make it a resource reservoir of a
size unprecedented, hitherto unknown in Pakistan.
The GCU admission system is merit based. Therefore, a large number of students of modest
families also get admission but they are unable to bear their academic expenses. Every year,
about 1000 students apply for financial aid and only 15% to 20% are accommodated. We intend
that not a single deserving student should be left out who needed financial aid to carry on his
studies. If financial help is provided to such students it will not only bring qualitative change
in the life of those students but in the life of their families also.
Page | 108
Endowment Fund of GCU is a unique experience and role model for other public sector
universities which are still unaware of its objectives and benefits and to make a university
financially self-sufficient.
In 2003, the GCU established an Endowment Fund Trust (GCUEFT) for raising Endowment
Fund in a planned manner which could sponsor educational and development projects of the
University. With the financial support of Old Ravians it has got accumulated Rs.150 million in
few years’ time which is a big success. In this regard GCU is a pioneer and role-model in public
sector universities of Pakistan.
During last few years the Endowment Fund Trust has exemplary achievements.
Year Funds Generated Spent Amount on Benefited

Scholarships Students
2010-2011 Rs. 62.4 Million Nil Nil
2011-2012 Rs. 10.8 Million Rs. 4.007 Million 111
2012-2013 Rs. 15.2 Million Rs. 7.7 Million 170
Next 5 years Rs. 500 Million Rs. 50 Million 1000
It is foreseen that after next five years, worth of Endowment Fund will be Rs. 650 Million and
about 1000 deserving students will be benefited.
12.2: Students Scholarships

There are number of scholarships available to assist students with their educational expenses
on need and merit basis.
1- HEC Scholarship for the Students of Balochistan and Fata

This scholarship is offered by the Higher Education Commission to provide financial assistance
to Undergraduate (4 Years) and Postgraduate (2 Years) students of Balochistan and FATA.
2- GCU EFT Scholarships

The GCU Endowment Fund Trust Lahore (GCU EFT) announced 22 scholarships (11 Golden
& 11 Silver) for deserving students with the donations by the Old Ravians and Philanthropists.
Page | 109
Golden scholarship covers the University fee as well as hostel expenses of a student while a
sliver scholarship covers the University fee only.
3- Punjab Educational Endowment Fund (PEEF) Scholarships

PEEF having its office at Link Wahdat Road Lahore is an initiative of the Government of
Punjab with the objective of providing Scholarships/monetary assistance to talented and needy
students. There are three major categories of PEEF scholarship.
a. Scholarships at Intermediate and Undergraduate level

PEEF awards scholarships to talented and needy students who showed outstanding
performance in their tehsils/districts in the Secondary and Intermediate Examinations. PEEF
itself contacts the eligible students. Subsequently, after obtaining the relevant data from Boards
of Intermediate and Secondary Educations, PEEF writes letters to prospective students
informing them that they have been short listed for scholarship.
b. Special Quota Category

Special Quota Scholarship applications are invited by the PEEF vide News Papers and
concerned Institutions.
c. Master level
PEEF has launched Master Level Scholarships. These scholarships are awarded to talented and
deserving students studying at Post Graduation level on the basis of graduation level
examinations and this scholarship is awarded through the Institutions.
4- Pakistan Engineering Congress Scholarship
Pakistan Engineering Congress awards 2 Scholarships every year to the students of this
University studying in BSc Electrical Engineering.
5- Killa Gift Scholarship

The Killa Gift Fund Trust awards scholarships to the students who or whose parents own
agricultural land in Faisalabad District.
Page | 110
6- Internal Merit District scholarship
This is a merit based scholarship offered by the District Education Officers of the concerned
Districts from where a student has obtained his/her last educational certificate/degree.
7- Pakistan Bait-ul-Mal
Pakistan Bait-ul-Mal provides funding for the payment of University and Hostel dues to the
meritorious and needy students to meet their educational expenses
8- Hijri/Quaid-e-Azam Scholarship
Hijril/Quaid-e-Azam Scholarship is offered by the concerned Board of Intermediate and
Secondary Education to the talented students admitted to 1st Year FA/FSc or BA/BSc (Hons.)
Programme.
Strategy Formulation for Development of Linkages
Goals:
a) To attract more donor support for scholarships, financial aid, development work, especially for New
academic programs at GCU’s New Campus
b) To promote and improve financial resource generation and management system
Increase the Increase collaboration with 2014-2018 Academic Planning and
number of International donor agencies, External Links
students government agencies, industries, Registrar Office
scholarship by corporate sector, philanthropist
establishing and civil society organizations.
links effectively Encouraging students to apply for
with national such schools
and Organizing training sessions for
international students
donors Organization of orientation
sessions
Increase the Develop and Expand more 2014-2018 Old Ravian Union GCU
Number of effective system of coordination Endowment Fund Trust
Donor Alumni with Old Ravians at national and
international levels
Page | 111
Create local, regional and global
chapters of GCU Alumni
Linkages with National and International Donors

KRAs KPIs Target
2013 2014 2015 2016 2017 2018
Increase No. of 830 scholarships to be 600 170 200 250 350 450 600
Scholarships acquired
Increase the Increase endowment Rs.350 150 170 200 240 300 350
Number of fund trust million
Donor Alumni
Page | 112
13. MARKETING AND PROMOTION (BRANDING) OF ACADEMIC EXCELLENCE
13.1: Partnership
Since 2002, GCU Lahore has signed 148 MoUs/ agreements with the prestigious national and
international universities, industries and organizations. These partnerships helped the newly
established university in all major areas including new courses and academic programs;
curriculum design; faculty development; research supervision; joint publications; mutual visits;
faculty and student exchanges; infrastructure development, etc.
International MoUs
 Graduate School of Language and Culture, School of Foreign Studies, Osaka

University, Japan
 Institute of Water, Environment and Health, The United Nation University, Japan
 The International Monetary Fund (IMF)-Online Resource Sharing
 Sifa University, Izmir Republic of Turkey
 Gediz University, Izmir Republic of Turkey
 Eberhard Karls University of Tuebingen, Germany
 University of Zagreb, Croatia
 Asian Institute of Technology (AIT), Thailand
 Penn State University, USA
 Center for Development Research (ZEF) , University of Bonn, Germany
 World Wide Fund for Nature, Pakistan (WWF-Pakistan
 The Promotion of Education in Pakistan (PEP) Foundation, USA
 Abdus Salam International Centre for Theoretical Physics (ASICTP), Italy
 University Sains Malaysia
 World Digital Library, USA
 Cuyahoga County Coroner's Office, USA
 DELNET - Development Library Network, India
 The Societe Mathematique de France ( SMF)
 The University of Warwick, UK
 Martin- Luther University Halle, Halle (Saale), Germany
Page | 113
 Cooperation Agreement with International Finance Corporation (IFC)
 The Institute of Mathematics and Informatics of the Bulgarian Academy of Sciences,
Bulgaria
 St. Petersburg Electrotechnical University, St, Petersburg Russia
 University of Agricultural Sciences and Veterinary Medicine "Ion Ionescu de la Brad"
Iasi, Romania
 Belarusian State University of Informatics and Radioelectronics, Minsk Russia
 Institute of Mathematics of Vietnamese Academy of Science & Technology, Vietnam
 Universitas Padjadjaran, Bandung, Indonesia
 Reni Institute of Mathematics, Hungarian Academy of Science, Budapest, Hungary
 Courant Institute of Mathematical Sciences, New York, USA
 Institute of Mathematics and Information Technologies of Uzbek Academy of Science,
Tashkent, Uzbekistan
 Kathmandu University, Kathmandu, Nepal
 Jamia Millia Islamia, New Delhi, India
 Inner Mongolia University for the Nationalities, Tongliao, China
 Fachbereich Mathematik Universitat Kaiserslautern, Germany
 University of Oslo, Norway
 Institute of Mathematics, Tashkent, Uzbekistan
 Mathematical Institute , Praha, Czech Republic
 Faculty of Textile Technology, Zagreb, Croatia
 Technical University, Kosice, Slovak Republic
 Institute of Mathematics and Informatics, Bulgarian Academy of Sciences, Sofia,
Bulgaria
 Department of Mathematics, Royal Institute of Technology (KTH), Stockholm, Sweden
 Kent State University, Ohio, USA
 The University of Hong Kong, Hong Kong
 Romanian Mathematical Society, Bucharest Romania
 Hong Kong Baptist University, Hong Kong
 Universidad Nacional Autonoma de Mexico, Mexico
 Department of National Documents of the Islamic Republic of Iran
 Fachbereich Mathematic and Informatic, Universitat-GHS Essen, Germany
Page | 114
 Airlangga University, Indonesia
 www.unair.ac.id/en/
 Hebei Normal University ,Shijiazhuang, China
 South Asia Foundation (SAF)
 “Gh. Asachi” Technical University of Iasi, Romania
 Steklov Institute of Mathematics, Moscow, Russia
 University of Strathclyde, Glasgow, UK
 B.I. Stepanov Institute of Physics of the National Academy of Science, Belarus
 Biology Institute of Hebei, PR, China
 Central Washington University, USA
 University of Craiova, Craiova, Romania
 Batumi State University , Georgia
 Fuzhou University, China
 West University of Timisoara, Timisoara , Romania
 Editura Academiei Romane, Romania
 Universitas Jember Indonesia
 University of Aberdeen, UK
 Environmental Conservation Institute (ECI), University of Oxford, UK
 University of Washington, USA
 Centre International de Mathematiques Pures et Appliques (CIMPA), France
 University of Dortmund, Germany
 Romanian Mathematical Society, Romania
 Technical University of Civil Engineering Bucharest, Romania
 University of Hamburg, Hamburg, Germany
 University of Lille, France
 The Institute of Mathematics “Simion Stoilow” of the Romanian Academy, Romania
 BP Hasdeu, National College ,Buzau, Romania
 Faculty of Mathematics and Informatics, University of Bucharest, Romania
 University of Liverpool, UK
 The University of Bucharest, Romania
 Universitas Islam Malang, Indonesia
 University of Tbilisi, Georgia
Page | 115
 University of Massachusetts Amherst, USA
 The Department of Mathematics, Nanjing University (NJU), China
 Faculty of Mathematics and Natural Sciences, Institute Technology Bandung (ITB),
Indonesia
 Ferdowsi University of Mashhad, Iran
 University of Paris, Orsay, France
 Centre for Research in Rural and Industrial Development, India
 University of Nice, France
 Russian State Herzen Pedagogical University, Russia
 St. Petersburg state University, Russia
 Research Institute of Microbiology, Hebei Academy of Sciences, China
 Institute of Mathematics of the Romanian Academy, Bucharest, Romania
 University of Birmingham, UK
 School of Management, Cranfield University, UK
 Institute for Studies in Theoretical Physics and Mathematics (IPM), Tehran, Iran
 University of Sistan and Baluchestan, Zahedan, Iran
 University Utara, Malaysia
 University of Glasgow, UK
 Strathclyde University ,Glasgow
National MoUs
 Lahore College for Women University, Lahore

 NovaMed Pharmaceutical (Pvt) Ltd.
 National Institute of Laser and Optronics, NILOP, Islamabad
 Punjab Forensic Science Agency, Lahore
 National Disaster Management Authority (NDMA), Pakistan
 Regional Meteorological Centre, Lahore
 Selinx, Lahore
 Emblem Technology (Pvt) Ltd, Lahore
 Technology Exchange & Corporation (Pvt) Limited
 Perfect Dynamics, Lahore
Page | 116
 The Punjab Emergency Service (Rescue 1122), Lahore
 Punjab Housing and Town Planning Agency (PHATA)
 Descon Chemicals (Pvt) Ltd., Pakistan
 State Bank of Pakistan (SBP) Banking Services Corporation , Lahore
 City & Regional Planning Department, University of Engineering & Technology,
Lahore
 Lahore Museum, Pakistan
 R.L. Entreprises (Pvt.) Ltd, Pakistan
 Punjab Small Industries Corporation, Pakistan (Research Agreement)
 Small and Medium Enterprises Development Authority (SMEDA), Lahore, Pakistan
 Sustainable Development Policy Institute (SDPI), Islamabad, Pakistan
 Pakistan Institute of Nuclear Science and Technology (PINSTECH), Islamabad,
Pakistan
 Bunyad Foundation- Literacy Community Council Resource Centre, Pakistan
 Shirkat Gah- Women’s Resource Centre, Pakistan
 National University of Computer & Emerging Sciences (FAST), Lahore
 COMSATS Institute of Information Technology, Lahore
 Lahore University of Management Sciences (LUMS), Lahore
 Pakistan Pharmaceutical Manufacturers Association (PPMA), Punjab, Pakistan
 Lahore Chamber of Commerce and Industry, Pakistan
 Department of Fisheries, Government of the Punjab
 National Engineering and Science Commission (NESCOM), Islamabad, Pakistan
 Offices General of Archaeology, GOP
Over the next five years, GCU plans to focus on the following for getting maximum benefits
of partnerships with local and foreign universities, industries and civil society organizations as
well as government organizations: (a) collaborative research projects; (b) exchange of teaching
and research staff; (c) exchange of students; (d) short term and long term mutual visits; (e)
exchange of archives, publications and information; (f) information/equipment/resource
sharing and (g) joint seminars/ workshops/ conferences, etc.in next five years. Details of these
activities have already been mentioned in Chapter-7.
Page | 117
13.2: Outreach
Various activities by GCU Societies and clubs are organized round the year which helps in
character building, healthy competitions, sportsman spirit and civic amongst the students. The
GCU Dramatic Club, GCU Debating Society, Nazir Ahmad Music Society, GCU Sports’
Board has won many provincial, national and international acclaims. Therefore, GCU Website,
Clubs, Societies and publications are important tool for branding, marketing and outreach in
achieving academic excellence. Through regular seminars, workshops and inviting lectures
GCU is playing its role in awareness-raising and capacity building of general public. Few of
the activities are mentioned below:
 The students of the GC University Lahore taught as volunteer at the under-resourced

government schools in collaboration with international organization “Teach for
Pakistan” and work for improving communication skills, personality development,
knowledge enrichment and confidence-building of students.
 A seminar was organized by the visually-impaired students of GCU in connection the

International Disability Day. University of Management and Technology Dean of Arts,
College of Physicians and Surgeons Dean, Punjab University Chairperson Special
Education, Leonard Cheshire Disability, UK Country Head and about 200 physically-
challenged students from all over Pakistan attended the ceremony.
 A seminar on “Dengue Prevention and Control” was organized by Department of

Zoology at Bokhari Auditorium GC University Lahore. The seminar was attended by
faculty members and students of the University.
 In 2012, the Disaster Risk Management Society has conducted the following events:
o Conducted a 2 days‟ workshop on disaster Risk Management with the
collaboration of UNDP, PMDA and NIDM, Islamabad.
o Conducted a demonstration of emergency services 1122.
o Conducted a seminar on climate change and role of the youth in disaster risk
management
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 Blood Donor Society is working for a noble cause. During the previous year, this
society has conducted the following activities:
o In May, the society has launched a blood donor camp and collected the 95 blood
bags for the children suffering from Thalassemia.
o In June, the society has set up a “Free grouping and registration” camp. More than
300 students checked their blood groups and registered themselves.
o In April, the society visited the Fatima Foundation Centre.
 Since 1992 EPS has been striving for the protection and conservation of environment
by organizing seminars, awareness walks, plantation campaign, and painting and poster
competitions.
 Alcohol is the mother all evils and it ultimately leads to drug addiction among youth,
especially in Pakistan, it was stated by the speakers while addressing one-day
awareness seminar and walk at the GC University Lahore against the increasing trends
of drug addiction among Pakistani youth. About 700 students from various departments
of the university participated in the walk and seminar organized by Ravian Forensic
Society (RFS) in collaboration with the Drug Free City Lahore.
Over the next five years, the university will strengthen these activities and expand its outreach
by following similar strategies as it enjoys advantage in the organization, marketing and
promotion of these activities.
13.3: University/institute as a Centre of excellence for the community of the world
 By strengthening of the following centre of excellence and departments

o ASSMS (Abdus Salam School of Mathematical Sciences
o CASP( Centre for Advanced Studies in Physics)
o IIB( Institute of Industrial Biotechnology)
o Sustainable Development Study Centre (SDSC)
o Departments of Chemistry, Economics, Management Studies, Physics,
Psychology and Zoology
Page | 119
 The Abdus Salam School of Mathematical Sciences has made Pakistan into a
substantial contributor to mathematics in the region. The community is informed of the
significance of mathematics by arranging mathematical Olympiads and other workshop
and seminars and as a result over the next five, mathematics will be recognized broadly
recognized. Engagement of GCU Lahore teaching staff in major fields of life and their
contribution in various community development programs.
 Forging partnerships with national and foreign institutions for facilitating academic and
research activities
 Government College University Lahore has a very rich tradition of co-curriculum
activities during the last 145 years. Currently, eighteen and twenty-eight societies are
functioning at the University and departmental levels, respectively. During the year
2011-12, these societies set new standards of co-curriculum activities by organizing
various events and participating in different competitions at national as well as
international levels.
 Government College Lahore is one of the finest sports nurseries for producing and
grooming sportsmen for National teams, and has been maintaining its tradition of
excellence in sports and has produced hundreds of international sportsmen who
represented Pakistan with distinction in Olympic Games/Asian Games / SAF Games
and other International Sports.
13.4: External relations and communication

GCU Lahore has strong linkages with highly prestigious local and foreign public and private
sector universities, institutions and civil society organizations, and has thus signed 148 MoUs/
Agreements, including 116 international and 32 national partnerships. Other than these formal
linkages, all the departments of the university have informal linkages with national and
international HEIs and the number of these informal linkages exceed 200. GCU has strong
networking and linkages with funding agencies such as USAID; British Council; DAAD;
DFID; AUSAID; Civil Society Organizations; WWF; PEP Foundation, USA; Foreign
Embassies. The University has strong liaison with Higher Education Commission, Pakistan;
Ministry of Science and Technology; Pakistan Science Foundation; Government of the Punjab;
Banks, industries, and corporate sector as well as with Civil Society Organizations and GCU
Alumni.
Page | 120
Under these collaborations, various teaching departments are getting benefits of
initiating joint research projects, research supervision; curriculum development, labs
development and up-gradation, faculty and student exchange, stipend, internship and training
to GCU students, job placement to GCU graduates, sharing of resources as well as organizing
joint workshops, seminars and conferences. These collaborations have been providing access
to valuable financial, technical and managerial resources besides strengthening the University
academic and research programmes. The purpose of the collaboration with various local and
foreign universities and institutions is to ensure the training of our faculty members and young
scholars in interdisciplinary research methods and theoretical approaches. GCU is actively
looking forward for more active foreign and local collaborations and funding for its faculty
development programme and research projects.
Promotion and encouragement of activities such as debating society, lectures from
distinguished and successful people from all walks of life, literary activities and festivals are
regarded as a strength in GCU and it enjoys advantage in that area which is unique. The
societies’ Board and various societies are responsible for marketing and branding of such
activities and this is being pursued in a well-organized manner.
13.5: Create a robust University’s/Institute’s Community

For promoting inter-departmental cooperation, student-admin relation and coordination among
different parts of university for a creating a vibrant, dynamic and healthy community, the
following steps have been taken by the University:
 GCU believes in creating an environment in which academic excellence can be

combined with opportunities for personal development, so enabling our students to
create their own future. For this GCU administration has allocated and approved funds
for 46 societies and clubs so that to provide ample opportunities to GCU students to be
engaged in healthy activities.
 Similarly students’ participation in national, international and Inter-departmental
games allowed students to channelize their potential in healthy way. They also learn
mutual respect, sportsmanship and tolerance.
Page | 121
 Availability of services like Career Guidance and Placement Centre, Student
Counselling Service, Medical Facilities, etc. also help student and staff to combat their
everyday life stresses and live a healthy life.
 There is discipline committee and proctorial system that help University in managing
discipline related matters in campus and in classrooms.
 Student Advisor and Senior’s Club are other platforms that keep balance between
students, teachers and administration.
 Students have easy access to the Vice Chancellor, Dean, Chairpersons, Administrative
Heads and officers for their concerns; they have also freedom to communicate with
their teachers in and out of classroom for resolving their academic and other matters.
13.6: Develop a quality mindset
HEC Pakistan took various initiatives, and in order to develop a quality mindset, one of the
major initiatives was establishing Quality Assurance Agency (QAA) in 2005 as a policy
making and monitoring body for maintenance and enhancement of QUALITY in higher
education. The Government of Pakistan through the Higher Education Commission is
providing funding and logistical support for making QAA fully functional. QAA manages the
affairs in collaboration with the Quality Assurance Division of HEC whereas the Quality
Assurance Committee (QAC) comprising of eminent educationists serves as its Advisory
board. It is involved in systematic implementation of quality enhancement procedures/criteria
to attain improved levels of international compatibility and competitiveness at institutional and
program level. QAA is engaged in developing a viable and sustainable mechanism of quality
assurance in the higher learning sector in order to meet the rising challenges of transforming
the country into a knowledge economy.
The Quality Enhancement Cell (QEC) is an academic quality regulatory body within the
Government College University, Lahore. The cell has been set up by the executive authority
of the Vice Chancellor of the GCU Lahore, in pursuance of a directive from the Higher
Education Commission (HEC) on behalf of the GCU Lahore; this cell interacts directly with
the HEC on Academic Quality Assurance matters.
Page | 122
Strategy Formulation: : Marketing and promotion
Goals:
a) To promote Quality Culture in one of the oldest seats of learning in subcontinent
b) To monitor and enhance academic processes, procedures and practices within academic
departments, keeping in view the proposals put forward by the Higher Education
Commission, and also keeping view international quality assurance
c) To ensure that the students experience of teaching and learning while at the Government
College University Lahore, is a fulfilling and rewarding one.
d) To create awareness of Quality Assurance issues keeping a national and also an
international focus
Strategy Actions
Develop and adopt a 1. Provide a valid and systematic structure and process for enabling
system of procedures continuous quality improvement (CQI) within the academic
for Quality programmes offered at GCU and to address the GCU’s
Management and accountability requirements related to programme quality.
Quality Assurance of 2. Sensitize the new entrants to faculty about the challenges of
effective learning and university service, expectation of students and hopes of parents.
teaching 3. Blend several relatively traditional skills with emerging information
and communication tools, problem solving, collaborative team
work, creative and thinking skills.
4. Apply the acquired skills in an information landscape that is genre
– shifting, media rich and participatory.
5. Systematic planning , monitoring and control of all published
material emanating from the GCU Lahore.
6. Develop GCU graduate profile by guiding and developing
Curriculum Administration and management systems (CAMS) in
order to describe intended graduate learning outcomes (capabilities)
by incorporating Graduate Learning Attributes (GGAs) in course
outlines.
7. Ensure QA process development for the promotion of research
culture according to the guidelines laid down by HEC that fit with
both national and international scenario.
8. Develop Quality Assurance Processes and Procedures for associated
academic work undertaken at the University i.e. academic review,
employer feedback, programme specifications, academic audit,
Faculty Evaluation, graduating student survey, Plagiarism test etc.
Page | 123
Quality assurance (Bench Marking)
KRAs KPIs Targets
2012 2013 2014 2015 2016 2017
Continuous Awareness and capacity Teaching Establish
improvement building of staff members And 109 150 250 300 400 Training
in the through various Learning Centre for
management professional/faculty Framewor Staf
of the quality development k (TALF) members
of higher programmes Impleame both
education ntation in teaching
letter and and Admin
spirit from HEI’s
/DAIs of
Pakistan
Correlation Academic Programmes Already 72 80 85 95 100 120
of CAMS are taught through in practice
with deliverable course
University’s outlines
Mission,
Vision and
Values
Enhanced Publish in refereed and Stringent
Research Impact factor Journals research 149 250 450 650 900 1400
activities policy and
zero
tolerance
for
plagiaris
m
Page | 124
Original Ensure that research work Improvem
research is within in the stipulated ent in Emphasi Creating Standard Singl Stringent in
work as range of Similarity Index academic Already s on and izing e following
reflected in writing in Original dissemina similarit sourc similarity
thesis which is Practice work ting y index e index of
the knowledg less than simil 15%
hallmark e through 15% arity
of research less
research and than
innovatio 4%
n and
quote
d
mater
ial
less
than
25 %
Recommendations:
 GCU recommends that HEC should continue to provide support for higher education
in Pakistan
 GCU recommends that entrepreneurial culture in higher education institutions should
be encouraged
 GCU also recommends that private sector should be regulated on the same benchmarks
as for public sector for academic growth and development
Page | 125
Annexure
Annex-I
Situation Analysis Tool
Present Situation Prospective Situation
Academic Program
 Currently, approximately 7382 students are  To achieve and ensure international standards of
enrolled in sixty eight (68) Disciplines teaching all the disciplines (i.e. 68) offered at
(Bachelor, Master, MS/MPhil and PhD). undergraduate and postgraduate levels.
 To improve and enhance the quality of (a) teaching;

 The academic departments of the GCU offer a (b) research and (c) managerial efficiency while
wide choice of subjects with flexible study delivering existing and new academic programs.
patterns that meet the needs and interests of the
students at intermediate, undergraduate and
postgraduate levels. GCU Lahore has the  To adopt adequate measures for placing GCU
following faculties: Lahore in the list of top 400 Asian Universities and
among the Top 500 World universities by 2018 in
the fields of Mathematics (ASSMS), Chemistry,
1. Faculty of Science and Technology Biotechnology and Physics. .
2. Faculty of Engineering
 To establish new Faculties/ Colleges/ Departments /
3. Faculty of Arts and Social Sciences Centres and Institutes at the New Campus in
partnership with and support of public and private
4. Faculty of Languages, Islamic and
sector donor agencies.
Oriental Learning
 To increase accessibility to education through Open,

Distance and E-Learning in the five (05) selected
fields by 2018.
Students
 GCU has 7382 students, out of which 470 are  To enhance students’ support systems.
the PhD Scholars.
 Conduct annual reviews of admission
standards/requirements.
 Increase/improve the standardized test scores for

under graduates and graduates programs.
 Admit and enroll an increasingly higher calibre of

student.
 Students’ characteristics development to emphasize

personality and leadership qualities.
 All student activities to include the spirit of

integration with mutual respect & understanding
 Increasing number of foreign students enrolled in

various departments of the University.
Page | 126
Research and Consultancy
 GCU has established the Offices of Research  Promote a vibrant, innovative, and entrepreneurial
Innovation and Commercialization (DIRC) environment for researchers to conduct quality
research.
 Signed a key accord for five years with the
NovaMed Pharmaceuticals (Pvt) Limited for  Strengthen university-industry linkages and form
undertaking research on development and collaborative ventures with the corporate community
improvement in medicines. to bring GCU inventions and innovations to the
market.
 GC University, Lahore (GCU) has signed a
key accord for five years with the National  Strengthen university-industry linkages and form
Institute of Lasers and Optronics, Islamabad collaborative ventures with the corporate community
(NILOP), working under the Pakistan Atomic to continuously improve our curricula for meeting
Energy Commission (PAEC), for undertaking corporate needs.
joint research and technological projects.
 Develop strong and long-term bonds with policy
making and research / commercialization funding
agencies to support our research development and
commercialization initiatives.
 Cultivate entrepreneurship.
 Establish and strengthen GCU Technology Parks

and Business Incubation Centres.
International Academic Linkages

 Signed MoUs/ agreements with leading  The University will reaffirm, improve, strengthen,
foreign universities to enhance educational, demonstrate and communicate meaningful
research and cultural cooperation. So far 116 interaction with its existing 116 foreign partners and
MoUs have been signed with leading will enhance the visibility of foreign collaborative
universities of Asia, Europe, and the USA. work effectively. For this publication of e-
Newsletter, brochures, annual and periodical review
reports and meetings, and other such measures shall
 Provided opportunities for student and faculty be adopted.
exchanges; short and long-term visits of
faculty; curriculum development;  To enhance and expand GCU academic and research
collaborative research projects and sharing of partnerships with the leading 100 universities of
resources through various formal and informal Asia and world by 2018 while focusing on specific
linkages. geographic regions.
 To launch and initiate academic programs at

 Received more than 70 delegations from well- Masters / BS Hons. level while signing agreements
reputed universities from Malaysia, India, with 10 Asian/globally renowned universities.
Bangladesh, Turkey, Japan, China, Sri Lanka,
Nepal, Hong Kong, Singapore, USA, United  To launch and initiate Joint / Split-site and/or Dual
Kingdom and other leading European degree PhD programs in the Ten (10) selected fields
countries. while signing MoUs/ Agreements with leading
international universities.
 Organized more than 140 conferences,  To sign Student/Faculty Exchange Agreements with
seminars, workshops, lectures and 60 partner foreign universities for the promotion of
student and faculty exchanges programs in all the
Page | 127
international schools under formal and major fields of sciences, social sciences, arts and
informal foreign linkages. humanities.
 Establishing five (05) Chapters of International

 Joint research publications; collaborative Organizations and Partnerships with Ten (10)
research projects and joint supervision of consortiums for promoting research and academic
student’s research work by foreign experts activities and scholarship.
through formal and informal foreign linkages.
Infrastructure & Facilities

 The University has four hostels for the  Successfully establishing the new KSK campus.
accommodation of the University students,
three for boys and one for girls.  Updating the facilities used by faculty and the
students
 Sports Facilities: Gymnasium/Sports Hall,
Inter-College sports for men, Tennis, Cricket,  To improve institutional effectiveness through
Hockey, Table Tennis, Swimming, Track and broad-based participation in the strategic and capital
Field events. planning, budgeting and assessment processes.
 Theatre & Arts Facilities:  To increase and improve the recreational facilities at
the University.
A full time program officer. Regular weekly
musical concerts, Dramatic Society, Debating,  To ensure availability and rationalization of
Literary, Scientific & Photographic Societies. transport facilities at the University.
 Career Guidance and Placement Centre
 To facilitate provision of accommodation facilities
(CG&PC) office is led by a trained and full
for students and staff.
time Clinical Psychologist and aims at
providing assistance and guidance to the  To ensure sufficient facilities and utilities at every
students for helping them in making their section.
career choices, academic planning and to
explore future professions and placement
opportunities based on their personal needs
and current opportunities.
Human Resources
 Total No. of Faculty: 420  To be staffed by Highly Qualified and Committed
Personnel.
 PhD Faculty: 146
 To put in place a dynamic staff training policy.
 Foreign Professors: 37
 To consolidate staff growth and development in their
 Non-teaching staff: 160 respective careers.
 Non-Gaztted Staff: 600  To promote staff welfare and development.
 To promote professional ethics integrity and the

culture of accountability among the GCU
community.
Finance
 The GCU meets its expenses from student fee.  To increase inflow of financial resources at the
HEC and also through Government Funding. University.
Page | 128
 Transforming the University into financially more
independent through higher entrepreneurship and
income generating activities and adopting cost
savings method.
 To ensure continued Government funding of

University programmes.
 To procure sufficient equipment and other supplies

for the University.
 To attract more donor support for University

Programmes.
 To increase income through Endowment Fund.
 To promote efficiency and transparency in financial

budgeting and management.
Networking
 GCU has expanded the horizon of its  To increase the opportunities for higher education.
educational system. GCU's spirit of co-
operative development allows affiliations and  To Strengthen linkages with stakeholders in
collaborations with the internationally well- policy formulation and programme
reputed Universities. GC University, Lahore implementation.
has developed academic links with foreign and
 To enhance the provision of community service.
Pakistani Universities, research and strategic
organizations, industries, and multinational  To promote and facilitate the participation of
organizations. This has provided access to staff and students in community service.
valuable financial, technical, and managerial
resources besides strengthening the University  To maintain reliable statistics of beneficiary
research programmes. GC University, Lahore extension services.
plans to further widen the links with
universities and research organizations across  To promote the adoption of new technologies.
countries in true spirit and demand of the 21st
 To develop and enhance university as well as
Century. Recently GCU has established
departmental Alumni databases for engaging them to
departmental links to sign historic
play more proactive role.
memorandums of understanding (MoU) with
local and international Universities.  Establishing partnership with the industry as this is
where the Products of the universities will be
heading after completing their studies.
 To improve and strengthen existing industrial

linkages / partnerships while Increase the interaction
with the industries and preparing databases of
industries at university/faculty levels.
 To develop and enterprise partnership and

consortiums with top 20 national universities for
developing and promoting industrial linkages/
Page | 129
Technology and Business Parks at GCU during
2014-2018.
 To expand university-industry linkages while

signing MoUs/ agreements with 200 industries
relevant to selected market-oriented and demand-
driven departments of the university during the
period of 2014-2018.
Linkages with N/I Donors

International Donors:  To ensure that the GCUs plans and strategies fall
Linkages with funding agencies such as USAID; within the framework of the HEC and relate with the
British Council; DAAD; DFID; AUSAID; Civil government ministries and other agencies
Society Organizations; WWF; PEP Foundation, accordingly.
USA; French Embassy; Foreign Countries; GCU
Alumni;  To increase collaboration with International /
National donors for acquiring scholarships.
National Donors:
 To strengthen collaborations with both national
Higher Education Commission, Pakistan; Ministry
and international institutions where accords has been
of Science and Technology; Pakistan Science
signed already.
Foundation; Government of the Punjab; Banks;
industries; Pakistan Bait-ul-Mal; Civil Society  To expand databases of Old Ravians at national and
Organizations; GCU Alumni; international levels /
 To share GCU progress and key projects with

Alumni through en-Newsletter regularly.
 To create fifty (50) Local, Regional and International

Chapters of Old Ravians in coming five years.
Marketing and Promotion

Following are the key sources that play significant  To promote positive image of GCU Lahore.
role in image building, marketing and promotion of
GCU academic programmes:  To maintain a systematic information flow internally
and externally.
 Excellence academic results of GCU
 To put in place effective customer care systems.
students at Intermediate, undergraduate
and postgraduate levels.  Develop an enhancement-led approach to quality in
higher education program of GCU and promote
 Publications of University Prospectus,
confidence in the quality and standard of higher
GCU Mirror, the Ravi and other literary
education.
and research publications on regular basis.
 Creating a well-connected student-faculty
 Establishment of departments like community in GCU.
Academic Planning & External Links,
Public Relations office, Career guidance
and Placement Centre, etc.
 GCU Website
 Sports activities
Page | 130
 Activities of 46 GCU Societies and Clubs.
Entrepreneurial Thrive
 ESMSE is the evening programme at GCU  Arranging Forums to bridge the gap between
introduced by the Economics Department. academia and industry.
 Setting up Professional Development Centers –

these centers will offer professional courses,
workshops, seminar and conferences in line with the
latest market demands to bridge the gap.
Page | 131
Annex-A
Income and Expenditure Account
Rs. In Million
INCOME 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18
GRANT - PUNJAB GOVT.

Govt. of Punjab Grant 17.173 17.643 17.643 17.643 17.643 17.643 17.643
Encashment of LPR 1.000 1.000 1.000 1.000 1.000 1.000 1.000

- - - - -
Supplementry Grant by GOP 40.000 -
- - - - -
Grant for five buses (GOP) 34.625 -
Total 52.798 58.643 18.643 18.643 18.643 18.643 18.643

HEC GRANTS
for University Budgetary support 235.642 340.534 408.641 490.369 588.443 706.131 847.358
Additional Grant 36.816 27.723 27.723 27.723 27.723 27.723 27.723
Grant for Tenure Track Sal. 57.104 46.921 46.921 46.921 46.921 46.921 46.921
- - - -
for Foreign Faculty Hiring 11.366 4.249 -
Dr. Salam Chair 5.741 5.741 5.741 5.741 5.741 5.741 5.741
-
Establishment of DRIC 6.200 6.200 6.200 6.200 6.200 6.200
-
Quality Enhancement Cell 4.033 4.033 4.033 4.033 4.033 4.033
Establishment of Financial Aid
-
office 5.000 5.000 5.000 5.000 5.000 5.000
-
Research Project Grants 26.000 98.500 126.500 157.000 181.000 220.000
-
Need Base scholarship 5.996 5.996 5.996 5.996 5.996 5.996
Total 346.669 472.397 608.755 718.483 847.057 988.746 1,168.972
Social Services (University Income)

Income from Student Fee 146.634 156.504 171.055 188.161 206.977 227.674 250.442
Rent Hostel, Transport, Prospectus,
GCU Share and Affiliation, etc. 26.807 44.059 59.356 65.292 71.821 79.003 86.904
Others income 76.189 84.171 97.400 107.140 117.854 129.640 142.604
Total 249.630 284.735 327.812 360.593 396.652 436.317 479.949
Total Income 649.097 815.774 955.210 1,097.719 1,262.352 1,443.706 1,667.564
Page | 132
ANNEX-A
GOVERNMENT COLELGE UNIVERSITY LAHORE

EXPENDITURE
Rs. In Million
EXPENDITURE 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18
Establishment 517.422 601.358 768.089 921.706 1,106.048 1,327.257 1,592.709
Repair and Maintenance 3.431 4.000 5.500 6.600 7.920 9.504 11.405
Repair & Maint. - Building 11.447 10.000 12.000 14.400 17.280 20.736 24.883
Transportation 23.444 26.820 27.420 32.904 39.485 47.382 56.858
Communication 1.392 1.600 1.700 2.040 2.448 2.938 3.525
Utilities 16.839 19.200 19.300 23.160 27.792 33.350 40.020
Advertisement 2.533 2.000 2.100 2.520 3.024 3.629 4.355
Newspapers and periodicals 0.375 0.550 0.550 0.660 0.792 0.950 1.140
Stationery, Printing & Publications 4.574 5.000 5.000 6.000 7.200 8.640 10.368
Law charges 1.326 1.000 1.000 1.200 1.440 1.728 2.074
Uniform and liveries 0.405 0.300 5.000 6.000 7.200 8.640 10.368
Audit fee 0.100 0.100 0.100 0.110 0.132 0.158 0.190
Printing of Prospectus 1.835 2.500 3.000 3.000 3.600 4.320 5.184
GCU Scholarship to students -

5.000 5.000 5.000 5.000 5.000 5.000
QEC,DRIC, Fin-Aid & Need base
-
Scholarship 21.229 21.229 21.229 21.229 21.229 21.229
Expense for Research Projects 5.100 32.500 105.000 133.000 163.800 187.800 227.000
other Expenditures 6.763 10.200 11.000 13.200 15.840 19.008 22.810
TOTAL 596.985 743.357 992.988 1,192.729 1,430.230 1,702.270 2,039.118
Carried to Fund Account 52.111 72.418 (37.778) (95.010) (167.877) (258.564) (371.554)
Page | 133
Annex-B
Balance Sheet
Rs. In Million
2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18
PROPERTY AND ASSETS
Fixed Assets 5,262.642 5,298.272 5,335.602 5,373.702 5,413.452 5,455.097 5,498.337

Work in Progress-Building 5.964 6.000 7.500 7.500 8.000 8.000 8.300
Total
5,268.606 5,304.272 5,343.102 5,381.202 5,421.452 5,463.097 5,506.637
Long Term Investment 333.776 362.147 427.929 499.303 576.744 660.767 751.932
CURRENT ASSETS
Advances and Prepayments 5.049 5.200 5.500 5.600 5.800 5.900 6.000
Cash and Bank Balances 122.000 157.000 185.750 196.000 218.000 240.000 266.000
Total
127.049 162.200 191.250 201.600 223.800 245.900 272.000
5,729.430 5,828.619 5,962.282 6,082.106 6,221.996 6,369.765 6,530.569

Total
FUNDS and LIABILITIES
Funds 5,354.506 5,422.635 5,511.631 5,556.695 5,615.308 5,674.734 5,739.463
NON-CURRENT
LIABILITIES
Employee's retirement
benefits/Security payables 283.628 305.557 340.181 403.893 473.020 547.995 629.368
CURRENT LIABILITIES
Accrued & Other
Liabilities 91.297 100.427 110.470 121.517 133.668 147.035 161.739
5,729.430 5,828.619 5,962.282 6,082.106 6,221.996 6,369.765 6,530.569

Total
Page | 134

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GOVERNMENT COLLEGE UNIVERSITY LAHORE

Ms. Fouzia Shahin (Director, Academic Planning and External Links)

Mr. Asif Saeed (Chairperson, Economics Department)

Mr. Najaf Yawar Khan (Director, Management Studies Department)

Col. (R) Malik Akmal Yousaf (Director, P&D)

Sarwer Shoaib (Deputy Treasurer)

Junaid Ahmed Noor (Lecturer, Economics Department)

GCU Vision ........................................................................................................................... 3

2. GOVERNANCE AND OWNERSHIP .................................................................................. 6

2.1: Governing Authorities and their role .............................................................................. 6

The Academic Council ...................................................................................................... 9

The Board of Studies ....................................................................................................... 11

The Selection Board ......................................................................................................... 12

The Advanced Studies and Research Board .................................................................... 13

2.2: Management Structure .................................................................................................. 14

Officers of the University ................................................................................................ 14

The Chancellor ................................................................................................................. 14

The Vice-Chancellor ........................................................................................................ 15

The Registrar .................................................................................................................... 16

The Treasurer ................................................................................................................... 17

The Controller of Examinations....................................................................................... 17

2.3: External Relations and Development ........................................................................... 18

3. ENVIRONMENTAL SCAN ............................................................................................... 20

3.1: Education sector in Pakistan (Higher education perspective) ...................................... 20

3.2: Competitiveness of Universities/Institutes ................................................................... 22

3.3: Competitors; Public and Private Universities/Institutes .............................................. 23

3.4: Application of SWOT tool ............................................................................................ 24

3.5: Universities/Institutes Assessment tool ........................................................................ 25

a. Institutional Performance Evaluation (IPE) .............................................................. 25

b. Ranking of the University by HEC: ...................................................................... 25

3.6: Targets of the Concerned University’s /Institutes’ Business Plan ................................ 25

4. ACADEMIC PROGRAMS ................................................................................................. 27

Academic disciplines ........................................................................................................... 28

Step-I: Board of Studies ................................................................................................... 29

Step-II: Board of Faculty: ................................................................................................ 29

Step-III: Planning & Development Department (P&D): ................................................. 29

Step-IV: Academic Council: ............................................................................................ 29

4.2: Curriculum (Review of existing and new ones) .......................................................... 29

Step-I: Board of Studies: .................................................................................................. 29

Step-II: Board of Faculty: ................................................................................................ 29

Step-III: Academic Council: ............................................................................................ 30

4.3: Method of delivery....................................................................................................... 30

4.4: Recognition and Certification ...................................................................................... 31

4.5: Research ....................................................................................................................... 31

4.6: Partnership and Outreach ............................................................................................. 32

4.7: Under Graduate Program ............................................................................................. 33

4.7.1: Strengthening the under graduate program ........................................................ 33

4.7.2: Attracting quality under graduate students ........................................................ 34

4.8: Post Graduate Program ................................................................................................ 36

4.8.1: Strengthening the post graduate program .......................................................... 36

4.9: Doctoral Program ......................................................................................................... 38

4.9.1: Strengthening the Doctoral Program ................................................................. 38

4.9.2: Attracting quality Doctoral Students ................................................................. 38

5.1: Academic nurseries (Schools and colleges).................................................................. 40

5.2: Academic disciplines .................................................................................................... 44

5.3: International/ Foreign Students..................................................................................... 47

5.4: Support services for students ........................................................................................ 47

Labs and other Facilities .................................................................................................. 50

Career Guidance and Placement Centre .......................................................................... 50

Theatre & Arts Facilities .................................................................................................. 51

Academic and Research Links with Other Universities/Institutions ............................... 51

Hostel Facilities ............................................................................................................... 52