4qLD -

-3q B) -

( .--

for

l. Introduction
This Institutional Development Plan is for the
implementation of National Education

by a more detailed action plan approved by

appropriate academic and executive bodies
of
Universif.
7 Backdrop

a multidisciplinary' university' with' 10 ulties. 49

departments and around 14000
on-calnpus students' The universitv o rs
171 corrses in traclitional, m.dern and

updated c cula from the .v'eu' 2021 will be beneficial

in timely implementation of
National Education policy.
3. Positioning ofKurukshetra iversity Kurut<shetr.a

plans to enter into novel as of teaching and resealch along r.vith

rooted emphasis on
ethics to prepare its studetrts n ured lvith creativity andcritical thinking skills to be
successfirl in an ation_rich r.vorlcj"
 4qu)'

4. Action points
Follorving action points are proposed for immedi adoption:
4"1 Structure of on-campus eourses
4.1.1 It4ultiple entry-exit system is proposed at graduation level for on-ca us courses
beginning 2022 tct o r Certificate, Diploma. Bachelors and Bachelors r.vith Honours
certification.
4.1.2 The post graduate courses in the University courses shall also be fine-tunecl for

4.L'3 The revised fonnat of LIG and PG courses r.vill also irnpact doctoral courses and

5. Structure of Research
Research and creative encleavor have been core to K shetra Llniversilv's
identity. In conso ce with its vision and mission and building on the reputation as an
A* accredited institution, research density as 11 as intensity r.vill be increased to drive
adv ement in knolvledge, understanding, innovation an{ creatiyity.

Kurukshetra Universit-v will proactivel,v engage rviih business, industr_v,

government and non-gove ent organizations to rleliver outcomes that promote
socio-economic development and change lives for better. Special focus will be on

b-v" rvay of good publications, patents, rese h projects ancl consultancies.

6. Examination
To support the modular approach of'teaching, Academic B of Credit (ABC)

pf
 4qE)'

7. Intetventions

following are to be placed in p tice on priority.

Insti ional Development plan.

7.7 Student counselling forNational E ation plan.
7.8

7.9

stak lders.

\./
Institutional Development Plan

Kurukshetra University
Kurukshetra
 Preamble

Kurukshetra University (KU) was established by the state legislature act of 1956 and is
located on the land of Mahabharata and Srimadbhagavadgita where quest for wisdom and purity
started with the rendering of the sermon by Lord Krishna. Beginning its humble journey as a
Sanskrit University, this institution has evolved as a multidisciplinary Dual Mode University and
a preferred destination in traditional and modern disciplines for the students from India and
abroad. The teaching fraternity of University work hard to provide world class learning
experience to its students from diverse backgrounds in consonance with the inscription on the
University‟s insignia „Yogestha Kuru Karmani‟ i.e. performing actions while steadfasting in the
state of Yoga.
Being the oldest University of the Haryana, the University has always taken a lead in
experimenting with better ways of teaching learning, research, extension activities, student
support, administration etc. The commitment of the University towards excellence in higher
education has resulted in first University of Haryana being awarded 'A++' grade by National
Assessment and Accreditation Council (NAAC) in cycle-IV. The University is one of the 25
Universities (including Central, State and deemed Universities) of the country graded as
Category-I by University Grants Commission (UGC). The University is one of the 10 state
Universities of India selected by Ministry of Education (then MHRD), Govt. of India for a grant
of Rs. 100 crores.
In order to keep pace with fast changing with time the University benchmarks its
academic content consistently to the best in the country and has implemented National Education
Policy (NEP) – 2020 to its academic programmes. KU is probably the first University in the
country to implement NEP-2020 with all its provisions for UG/PG programmes to its campus
and affiliated colleges. The innovative and creative pursuits of the university get reflected in its
activities such as creation of a setup of entrepreneurship, innovation, employability and
internships with dedicated task teams. The multifarious activities of the university outside its
campus touch the lives of people living in surrounding areas wherein every effort is made to
transfer the academic knowledge to field.
KU fulfills its purpose of creation of knowledge by encouraging quality research through
a system of rewards and support system. The University has also acquired a unique place of
being the only University in the country to honour the outstanding Indian scientists at a grand
scale through prestigious Goyal prizes in the field of Applied Sciences, Chemical Sciences, Life
Sciences, Physical Sciences and one Peace Prize. Organization of conferences/workshops
/seminars is regular activity on campus to encourage debates and discussions and inculcate a
spirit of inquiry among its faculty. This is ably supported by a state of art library facilities.
The University has the honour to produce 3 Padamshrees, 16 Arjuna Awardees, 6
Dronacharya Awardees, 1 Tenzing Norgay Awardee and 1 Major Dhyanchand Awardee. The
University has national recognition I cultural activities.
The university administration is aware of the challenges of coming times and to ensure
good governance, a move has already been made for e-governance with focus on speed, accuracy
and efficiency. An Integrated University Management System (IUMS) is being implemented in
the university to fully automate Student Life Cycle. Not resting on its laurels university is
making forward moves for online education, dual degrees, offline-online blend of education and
skilling of students.
The Institutional Development Plan (IDP) has been prepared to continue with glorious
journey of the University and keeping in view the vision of NEP-2020 to develop good,
thoughtful, well-rounded and creative individuals. Based on its Strengths, Weaknesses,
Opportunities and Challenges (SWOC) analysis, Kurukshetra University proposes to establish
itself as a Multidisciplinary Education and Research University (MERU). As a MERU
institution, it plans to enter into novel areas of teaching and research along with emphasis on
ethics and moral values to prepare its students nurtured with creativity and skills to be successful.
This IDP provides interconnected and interdependent enabler parameters as per UGC
guidelines and presents a roadmap for the promoting systematic planning, enhancing
collaboration among stakeholders, effective allocation of resources and overall development of
the University as a MERU institution. This document will be monitored and updated regularly
as per University‟s goals and priorities.
 Vision and Mission
Vision
Be globally acknowledged as a distinguished centre of academic excellence.
Mission
To prepare a class of proficient scholars and professionals with ingrained human values
and commitment to expand the frontiers of knowledge for the advancement of society.

SWOC (Strengths, Weaknesses, Opportunities and Challenges) Analysis

STRENGTHS
The legacy
● The university, oldest in Haryana state, has a very strong legacy and identity beginning
its journey in 1956 and evolving as a multidisciplinary large affiliating and dual mode
university fulfilling its social objectives of making education available and affordable to a
large section of society.
● Accredited with highest „A++‟ grade in cycle IV by NAAC. Only University of Haryana
accredited with highest grade in cycle 4.
● Among the first 10 state universities of the country for a grant of Rs 100 cr under RUSA
2.0 under component 4 for Enhancing Quality and Excellence.
● One of the 25 Universities of the country graded as Category-I by UGC.
● The University continues to enjoy a unique and special place of being probably the only
University in the country to honour the outstanding Indian scientists at a grand scale
through prestigious Goyal awards instituted in 1992.
● The University has the honour to produce 3 Padamshrees, 16 Arjuna Awardees, 6
Dronacharya Awardees, 1 Tenzing Norgay Awardee and 1 Major Dhyanchand Awardee.
● Nationally recognized for cultural activities.
Academic Excellence
● The University has implemented National Education Policy (NEP) – 2020 to its academic
programmes. KU is probably the first University in the country to implement NEP-2020
with all its provisions for UG/PG programmes to its campus and affiliated colleges.
 ● University Grants Commission (UGC) has entitled Kurukshetra University to start full-
fledged Online programmes.
● Well-equipped library having more than 4 lakh books and more than 15000 manuscripts.
● The university consistently strives to outdo itself through discussions with its
stakeholders and uses academic and administrative audit for the same.
Research Quality
● It has established two national facilities for research; Ion Beam Centre, Low temperature
thermochronlogy facility and one very important fabrication lab in electronics.
● It encourages research among its faculty by providing seed funding, research grants,
recognition of quality publications and other academic achievements, patent support and
consultancy.
Student Support
● University offers education at affordable cost. It offers fellowships, scholarships, fee
support, fee concessions to a large number of students and more than 50 per cent of the
students get support.
● The university is offering a robust ecosystem of Entrepreneurship, Incubation and
Innovation through its training centres and two on campus Incubation Centres. It has two
start ups actively working and many others are in pipeline.
● University has established a Centre of Training, Internship and Employment to
effectively meet the needs of NEP 2020.
● Students are provided with excellent hostel, health/medical, sports, cultural and literary
facilities. The students are provided group insurance at token premium. An environment
of holistic learning is provided through a system of mentoring and coaching.
● International students from different countries select university as a preferred place.
● Students life cycle is completely digitized.
Ambient Infrastructure and Governance
● A clean, green, peaceful campus of 472 acres with a covered area of 367671 sq mt offers
the right ambience for learning. It encourages respect for nature and has 1600 KW of
solar plant, STP plant and goes for green audit to benchmark itself.
● University provides state of art facilities for sports and cultural activities. Its focus on
heritage is evident from its popular museums- Dharohar on cultural heritage of Haryana
 and Museum of First War of Independence.
● University has adopted e-Governance through its Integrated University Management
System (IUMS).
● To support its good governance initiatives, it has in place a training policy for staff that is
executed through a Training, Planning and Monitoring Cell (TPMC).
● The outreach activities through NSS, NCC, Women Research centre, Unnat Bharat
Abhiyan and other wings make a difference to the lives of adopted villages by engaging
students thus providing a sense of connection to the students.
● KU has been approved as a Member Institution of United Nation Sustainable
Development Solution Network (UN SDSN).

Weaknesses
● Slow to respond to environmental demands due to procedural approvals required within
and outside. The organizational set up and processes are staid.
● Financially not self sufficient and dependent on government funding for its budgetary
requirements.
Opportunities
● Internationalization: NEP 2020 will open plethora of avenues for internationalization and
collaborations for joint degrees and credit transfers that can attract large number of good
students to the university.
● Online education: this vertical of the university is targeting huge expansion in the country
and abroad.
● Industry Integrated Programmes: a new and separate bucket for expansion that will be
mutually beneficial to students and industry.
● Entrepreneurship: University is actively looking for training students to be entrepreneurs
in new age areas.
● Education and Research in Indian Knowledge systems (IKS): The multidisciplinary
faculties of university from Indology to Science to Management has possibility of
offering new insights into IKS.
Challenges
● To outdo itself in all areas to move forward and place itself among top global institutions.
● Continuously bring changes in the structures, processes to meet the dynamic environment
needs
● To regularly update and equip faculty, staff and students to support the changed
structures and processes.
A. Governance Enablers
Effective governance plays a vital role in the growth of an institution by fostering
a culture of transparency, accountability and excellence. The University‟s aim is to
strengthen its governance structures, processes and systems in order to achieve the goals
of delivering high quality education and research outcomes. Effective governance also
helps to meet the emerging challenges effectively. The University has well defined
mechanisms for leadership development at all levels of university‟s administrative
and academic set up. The administrative governance of the University is shown
below:

A.1: Statuary Bodies: University Court, Executive Council, Academic Council, Finance
Committee etc.
 The University is governed by the Executive Council, which is
headed by the Vice Chancellor, who also functions as the academic and
administrative head of the University. On academic matters, Academic Council
takes the decisions on the proposals submitted through the Faculties and the
respective Boards of Studies of various Departments/Institutes. Being a
multifaculty institution, there are ten academic faculties and 49
Departments/Institutes functioning in the University. Respective Deans of the
faculties exercise the academic control on their faculties, while the Chairpersons
and Directors exercise academic and administrative control over their respective
Departments and Institutes. The internal organizational structure of the University
is shown below:
Short Term Goals (1 - 3 years)
 To strengthen the implementation of NEP-2020 for all the programmes.
 To strengthen the Integrated University Management System (IUMS) for more
efficiency.
 To digitize all administrative offices of the University.
 To setup helpdesk and dedicated helpline numbers for different units pertaining to
students‟ activities.
 To arganize regular meetings of all the academic bodies of the Universities.
 To digitize the proceedings of different administrative bodies of the University.
 To constitute a committee to monitor and review the implementation of
Institutional Development Plan.
Medium Term Goals (4 - 7 years)
 To frame policy for defining roles, responsibilities and accountability of all the
administrative officers of the University.
 To invite more experts from the industry and reputed institutions in the meetings
of academic bodies of the University.
Long Term Goals (8 - 15 years)
 To make the University paperless for smooth functioning.
 To create a financial sustainable model for the University.
 To assess overall impact of IDP on the growth of the University.

A.2: Quality Assurance

The University has a functional Internal Quality Assurance Cell (IQAC) as per
NAAC guidelines. It is actively involved in various academic policies of the University
including teaching-learning process and its monitoring, outcome based education etc. It
plays an important role in planning, implementing and monitoring quality initiatives of
the University. The University is committed for quality assurance in all the departments
including academic, research, sports and cultural activities.
Short Term Goals (1 -3 years)
 To conduct Academic and Administrative Audit (AAA) of the University.
 To participate in international rankings like QS, Times Higher Education etc.
  To modify Self-Appraisal proforma for the teachers.
 To organize training programs for teaching and non-teaching staff.
 To strengthen the feedback mechanism from students, teachers, employers and
alumni.
 To fill 50% of vacant posts for teaching and non-teaching.
 To encourage experiential learning.
 To strengthen the incentive mechanism for quality publications and patents.
 To analyse and publish feedback reports.
 To do compliance with UGC, NAAC, NIRF parameters to assess the
performance.
 To conduct the meetings of IQAC quarterly.
Medium Term Goals (4 – 7 years)
 To establish Departmental Quality Assurance Cells (DQAC).
 To develop a mechanism to track attainment of CLOs and PLOs.
 To do improvements based on feedback reports.
 To improve alumni tracking and contribution.
 To strengthen the internships and startup support to the students.
 To fill 100% vacant posts for teaching and non-teachnig.
Long Term Goals (8 – 15 years)
 To implement AI based learning mechanism.
 To institutionalize blended mode of learning.
 To establish global partnership to start twin programmes.
 To establish center of excellence for research.
 To align University quality with Sustainable Development Goals (SDGs).
A.3: Financial Autonomy: Financial Sources and Management
Financial autonomy is a cornerstone for University autonomy to achieve its
academic, administrative and development goals. The University is committed for its
resource mobilization to generate revenue through tuition fee, research grant, consultancy
projects, alumni donations, endowments, public-private partnerships etc.
Short Term Goals (1 -3 years)
 To identify diverse income sources.
 To develop a mechanism for regular alumni donations.
 To launch an alumni fundraising campaign.
 To revise financial SOPs and approval workflow.
 To frame a policy for judicial investment of funds.
 To ensure timely internal and external audits.
 To enhance consultancy projects.
Medium Term Goals (4 – 7 years)
 To develop a mechanism for attracting CSR funds for research and infrastructure.
 To start more self-finance as well as online programmes.
 To lease unutilized land for revenue generation.
 To attract international students.
 To mobilize contributions from philontheropists.
 To launch joint degree programmes with institutions of international repute.
 To develop a mechanism for outcome based budget allocation.
 To enhance industry funded projects.
Long Term Goals (8 – 15 years)
 To reduce the dependency on Government grants for recurring/operational
expenses.
 To attract global funding.
 To manage University‟s assets as income generating assets.
 To set up industry chairs and faculty positions.
 To do efforts for industry-linked center of excellence in the campus.
 To use AI tools for financial forcasting.
A.4: Leadership
The strategic plans of the University are implemented under the leadership
of Vice Chancellor of the University. The University has well defined
mechanisms for leadership development at all levels of university‟s administrative
and academic set up. These have been defined in the University‟s Act and various
statutes and calendars, which have been updated from time to time. Within the
University, various bodies have been constituted and their role and functions are
defined. In addition to the well defined rules and regulations, the University has a
strong mechanism of administration through the practices and conventions, which
have developed over time.
At the Department level, there is democratic functioning by way of
involvement of the faculty members on the academic and administrative matters
deliberated upon in their respective Staff Councils. By convention, all functioning
of the University is done through the committees, wherein the members deliberate
upon the issues and reach at the consensus in order to take a decision. This
mechanism helps in ensuring the participative management at all the levels within
the University and its functional units.
The elaborate set up of the University with well-defined set of rules and
regulation help in developing effective academic leadership through broader
participation in a decentralized, yet well connected administrative set up.

Short Term Goals (1 -3 years)

 To update University‟s strategic plans in view of NEP-2020.
 To provide opportunities to faculty members for participating in leadership
programs.
 To strengthen the roles and responsibilities of the Deans.
 To strengthen internal communication between leadership and students.
Medium Term Goals (4 – 7 years)
 To conduct training workshops for Chairpersons and administrative leaderships.
 To strengthen decentralized governance in the University.
 To invite academic and administrative leaders in the campus.
Long Term Goals (8 – 15 years)
 To achieve status as Institute of Eminence with full academic and financial
autonomy.
 To take lead in framing/revising national higher educational policy.
  To prepare value based leadership focused on long term transformation of the
University.

A.6: IT-based Management Information System (MIS)

The University has adopted e-governance through its newly developed Integrated
University Management System (IUMS)-ERP portal that includes the management of
administration, finance and accounts, student admission & Support and Examination
system in the campus.
The University has an Information Technology (IT) cell to look after the
University work related to Automation, Electronic Information Exchange including
complete management of University Website. This cell provides the services of
Internet/Networking to the departments/branches/hostels /faculty/non-teaching
staff/students through Switches/Access Points and Routers. It also takes care of
official e-mail management of students, teachers & employees and the Network of
the university. The University has a well-defined IT policy for responsible usage
of its IT resources including central or department level resources.
Short Term Goals (1 -3 years)
 To develop digital infrastructure for major administrative and academic processes.
 To strengthen online system for students registration, results and grievances.
 To strengthen e-governance in administration, examination, admission and
recruitments.
 To digitize the records pertaining to students, faculty, non-teaching staff.
 To promote digital culture and data ethics.
Medium Term Goals (4 – 7 years)
 To fully integrate e-Governance modules to all academic and administrative units.
 To introduce leave, salary, service book automation.
 To issue smart cards to employees and students of the University for using
different services.
 To exchange and use of data with external system like ABC, AISHE, digilocker
etc.
  To track research performance, grants, patents, publications.
 To automate the reports of IQAC, NIRF and NAAC.
Long Term Goals (8 – 15 years)
 To launch role based models for academic leadership of the University including
Vice-Chancellor, Registrar, Deans.
 To automate the compliance proceedings like NAAC, NIRF, UGC etc. with
autogenerated reports and alerts.
 To evolve the University into smart University by integrating academics,
research, and administration.

A.7: Risk Management Analysis

Risk management analysis of a University is required to identify the probable
risks that may be encountered in different domain including academic, financial, human
resources, perceptional, environmental, physical, technological, regulatory compliance
etc. The University has purchased a Standard Fire and Special Perils insurance policy
from National Insurance for its physical and academic infrastructure including almost all
the buildings in the University campus, all furniture and fixtures, equipments, computers
and peripherals, electric installation, library books which also covers earthquake (Fire
and shock). The timely identification and assessment of the risks will help to mitigate the
same. The risk management process in the University will improve the quality of
education as a continuous process.
Short Term Goals (1 -3 years)
 To constitute a University Risk Management Committee.
 To identify the risks in different domains including academic, financial, human
resources, perceptional, environmental, physical, technological, regulatory
compliance etc.
 To organize meeting with insurance companies.
 To conduct Administrative and Academic Audit to identify the academic and
other risks.
 To conduct environmental/green audit of the University.
 To strengthen the policy for research ethics and plagiarism control.
  To monitor University reputation in media.
Medium Term Goals (4 – 7 years)
 To conduct annual audit on data management system of the University.
 To present the risk assessment reports in the meeting of IQAC regularly.
 To frame and implement cyber risk policy.
 To discuss and take measures on the assessment of identified risks.
Long Term Goals (8 – 15 years)
 To integrate risk management framework into University governance.
 Institutionalize risk literacy across student, faculty and staff through workshops,
curriculum etc.
 To develop AI enabled risk management ecosystem particularly in academics.
A.8: External Advisory Boards
The University has constituted an Academic Planning Board (APB) for expert and
future-focused guidance for the development of the University. It provides strategic
guidance on different aspects including curriculum and academic innovation, quality
assurance and benchmarking, research innovation etc. An effective APB helps the
University to stay accountable and aligned with national higher educational priorities.
Short Term Goals (1 -3 years)
 To conduct regular meetings of APB with structured agendas.
 To discuss the recommendations of APB in the meetings of IQAC and Academic
Council.
 To review the academic programmes in the meetings of APB and seek
enhancement suggestions.
 To seek guidance from APB for global accreditation and ranking.
Medium Term Goals (4 – 7 years)
 To involve representatives from regulatory bodies and renowned academician as
members of Academic Planning Board of the University.
 To evolve APB as key strategic partner of the University in its journey of growth.
 To involve APB in resource mobilization planning including finance.
Long Term Goals (8 – 15 years)
  To include global leaders from academia and industry in APB of the University.
 To seek guidance from industry leaders in APB for making University a leader in
patents and startups incubation.
 APB to help the University to position it among top 1000 globally ranked
institutions.
A.9: Student Feedback
The students are most important stakeholders of the University. The IQAC of the
University regularly take feedback from the students regarding teaching and learning
process of the University.
Short Term Goals (1 -3 years)
 To strengthen the system of student feedback on different aspects including
teaching-learning, curriculum design and student support services.
 To modify the existing forms for student feedback.
 To increase the students participation in feedback mechanism.
 To constitute a dedicated feedback analysis committee.
 To use feedback for the attainment of learning outcomes including CLOs and
PLOs.
Medium Term Goals (4 – 7 years)
 To embed student feedback into curriculum revision and self-appraisal reports of
the faculty.
 To ensure 60% participation of the students in the feedback mechanism.
 To review and update the student feedback policy as per requirements.
Long Term Goals (8 – 15 years)
 To develop a fully integrated student feedback ecosystem with IUMS of the
University for all academic activities including teaching, learning, research and
student support services.

B. Financial Enablers and Funding Models

Financial management and planning play a vital role for sustainable growth and
development of the University. The financial models help the University to achieve its
goals including quality education, physical, academic and research infrastructure, student
support. KU utilizes the grant received from the Centre, State Government and from
various funding agencies to meet out its requirement in various domains.

C. Academic Enablers
KU is probably the first University in the country to implement NEP-2020 with
all its provisions for UG/PG programmes to its campus and affiliated colleges. The
provisions include Multiple entry multiple exit system, internships, Core courses,
Multidisciplinary courses, Practicum courses, Skill enhancement courses, Ability
enhancement courses, Vocational courses, Value added courses, learning outcomes and
attainment etc.
C.1: Courses catering to professional/future requirements
The University has bodies such as staff council, board of studies, faculty and
academic council approve the course curricula and ensure its quality and relevance. The
curriculum of the University is bench marked with the very best in the country with the
inputs from various stakeholders such as the students, academia, alumni industry etc.
Short Term Goals (1 -3 years)
 To strengthen the internship provision of NEP-2020.
 To start Apprenticeships Embeded Degree Programmes (AEDP) as per UGC
guidelines.
 To conduct faculty development programmes in emerging domains.
 To start online professional programmes.
 To introduce short term industry relevant courses.
 To sign more MoUs to strengthen industry-academia interface.
Medium Term Goals (4 – 7 years)
 To start more AEDP courses.
 To setup a system for reviewing the existing academic programmes for
improvement after taking feedback from alumni and employers.
 To start interdisciplinary degree programmes.
Long Term Goals (8 – 15 years)
 To start 2+2 or 1+1 dual degree programmes with international Universitites.
 To establish research centres in the emerging areas.
C.2: Curriculum updated as per industry requirements
Short Term Goals (1 -3 years)
 To include industry experts and employers as members of Board of Studies and
Academic Council.
 To include more courses in the pools of VAC, SEC and AEC as per NEP-2020.
 To conduct faculty development programmes with industry participation.
 To update the curriculum of 50% of programmes as per emerging trends.
Medium Term Goals (4 – 7 years)
 To update the curriculum of all the programmes as per industry requirements.
 To organize workshops on curriculum updating led by industry experts.
 To engage 40% of the departments to develop curriculum with industry as
partner.
 To develop a system for regular updation of curriculum.
Long Term Goals (8 – 15 years)
 To engage 90% of the departments to develop curriculum with industry as
partner.
 To implement fully operational Academic Bank of Credits (ABC) ecosystem.
 To start joint degree programme in association with global Universities.
 To start certificate/diploma programmes in diverse fields for upskilling working
professional including alumni.

C.3: Curriculum embedded with employability skill

Kurukshetra University has designed the curriculum of its programmes with focus
on inculcating basic skills for increasing employment avenues for the students. The
attempt is to bridge the gap between academic learning and workplace readiness by
integrating required skill into formal education. These employability skills include
communication skills, technical skills, soft skills, entrepreneur skills and data handling
skills.
Short Term Goals (1 -3 years)
 To embed courses from SWAYAM plus and other online platforms into
 curriculum.
 To define industry orientated CLOs and PLOs of all the academic programmes.
 To introduce soft skill modules like communication, digital literacy etc. in
curriculum of all academic programmes.
 To make internship mandatory as per NEP-2020.
Medium Term Goals (4 – 7 years)
 To set up centre for employability enhancement in the campus in collaboration
with industry.
 To develop ecosystem for co-teaching by industry experts in 20% of professional
programmes.
 To implement feedback from employer‟s for refining curriculum.
Long Term Goals (8 – 15 years)
 To integrate employability skill component in all academic programmes of the
University.
 To strengthen the partnership with industry for teaching-learning process.
 To use AI for predicting and bridging employability gap during academic journey
of a student.

C.4: Curriculum embedded with skill enhancement courses

One of the important provisions of NEP-2020 is to introduce Skill Enhancement
Courses (SEC) in the curriculum of academic programmes. Kurukeshetra University has
embedded SEC in its programmes and offering a basket/pool of skill enhancement
courses to the students. The purpose is to bridge gap between academic learning and
practical skill requirements to enhance empoability.
Short Term Goals (1 -3 years)
 To add more courses in the pool of SECs across all programmes.
 To conduct Faculty development programmes to deliver SECs.
 To develop SECs in emerging areas like digital literacy, data handling etc.
 To invite industry experts for delivering SECs.
Medium Term Goals (4 – 7 years)
 To complement SECs with short term skill oriented certification programmes.
  To review and update all the SECs to keep pace with changing time.
 To develop two SECs for each academic programmes.
 To develop 25 % SECs with industry partner.
 To introduce basic to advance skill modules under SECs.
Long Term Goals (8 – 15 years)
 To review and update all SECs to fill the skill gaps.
 To provide re-skilling SECs for alumni and working professional.
 To customize selection of SEC for each student.
 To engage faculty and students for continuous upskilling.
C.5: Curriculum embedded with emerging technologies
One of the goals of NEP-2020 is to train and prepare future-ready and globally
competent students. The design of curricula embedded with emerging technologies like
AI, ML, data science, cyber security, block chain, 3-D printing, robotics, energy system,
quantum computing etc. will play a vital role. The institutions with curriculum embedded
with emerging technologies will lead in future during next wave of educational
transformation. Kurukshetra University has already started courses as well as internship
programmes on emerging technologies. The University has also established a Centre for
IT and Automation (CITA) for providing training to the students in emerging
technologies.
Short Term Goals (1 -3 years)
 To start certificate/diploma courses in emerging technologies.
 To integrate emerging technologies with the contents of professional and
technical programmes.
 To integrate courses of emerging technologies available on SWAYAM and other
platforms with existing curriculum of existing programmes.
 To conduct workshops/FDPs on emerging technology tools.
 To involve industry experts in the process on curriculum development to integrate
emerging technologies in diverse fields.
 To strengthen the activities of Centre for IT and Automation (CITA).
Medium Term Goals (4 – 7 years)
 To conduct a curriculum review to identify gap in emerging technologies and fill
 the same.
 To collaborate with emerging technology provider online platforms.
 To introduce courses on emerging technologies as electives in 50% of academic
programmes.
 To start new and specialized academic programmes on emerging technologies.
 To promote inter-department teaching on emerging technologies.
Long Term Goals (8 – 15 years)
 To introduce interdisciplinary courses on emerging technologies like AI in law,
ML in different fields of life sciences etc.
 To establish a strong academia-industry ecosystem in teaching learning process.
 To develop a centre for AI, Data Science, IoT and cybersecurity.
 To develop a lifelong learning ecosystem where alumni may return to the
University for reskilling and upskilling themselves in emerging technologies.
 To start twin/dual degree programmes in emerging technologies in collaboration
with international Universities.
C.6: Center for Curricular and life skills development
Kurukshetra University has established a skill development centre. The
University has a plan to establish a Center for Curricular and Life Skills Development
(CCLSD) with the objectives of embedded soft skill in all academic programmes, to
develop skill enhancement courses, to integrate academic and technical skills in
curriculum.
Short Term Goals (1 -3 years)
 To establish Centre for Curricular and Life Skills Development (CCLSD) and its
advisory committee in the University.
 To conduct skill workshops and short term courses for skill enhancement.
 To conduct counseling and personality development sessions for the students.
 To collaborate with industry experts and external trainers to deliver industry
oriented life skills.
Medium Term Goals (4 – 7 years)
 To make CCLSD to collaborate with the departments for embedding life skills in
the academic programmes.
  To introduce credit-based life skills courses fully integrated in all UG and PG
programs
Long Term Goals (8 – 15 years)
 To position CCLSD as integral part of University‟s academic plans.
 To strengthen industry and alumni linkages for real world exposure of students.
C.7: Faculty/Teaching Staff
The faculty/teaching staff plays a vital role for academic, research and
administrative excellence of a University. Kurukshetra University follows the
effective and transparent mechanisms for recruitment, appraisal and career growth,
welfare, etc. for its teaching staff to keep them motivated and they give their best
for their institution. The dedication of the faculty has helped the University to
develop a unique academic culture in the campus and also contribute to earn high
reputation among the universities of the region. The University has adopted the
PBAS –API scores as per UGC guidelines for the teacher‟s development and for
promotions under CAS.
Short Term Goals (1 -3 years)
 To ensure time bound promotions of the faculty under CAS.
 To recognize high performing teachers with incentives and research awards.
 To organize faculty development programmes, orientation and refresher courses
regularly.
 To recruit more teachers with higher qualifications.
 To provide financial support to the faculty for participating in
conferences/seminars/workshops etc.
 To establish welfare measures for teaching staff.
 To encourage collaborative research, consultancy, patents and publications.
 To provide seed grants for young faculty.
 To fill 50% of the vacant faculty positions.
Medium Term Goals (4 – 7 years)
 To facilitate faculty exchange programmes and international colaborations.
 To encourage collaborative teaching across all the departments.
  To strengthen Academia-industry interface for upskilling of the faculty.
Long Term Goals (8 – 15 years)
 To adopt AI-enabled teaching tools.
 To promote startups led by the faculty.
 To strengthen the international collaborations of the faculty.
C.8: Centre for Faculty development
Short Term Goals (1 -3 years)
 To organize orientation programmes for new faculty.
 To organize Faculty development programmes on NEP-2020.
 To organize domain specific refresher courses.
 To organize programs for NAAC/NIRF/global ranking awareness.
 To organize FDPs on multidisciplinary approaches, digital literacy etc.
Medium Term Goals (4 – 7 years)
Long Term Goals (8 – 15 years)
 To position MMTTC as a national hub for teacher‟s training and development.
 To start certificate courses in academic leadership and research ethics.
C.9: Non-Teaching Staff
Non-teaching staff of a University support the diverse activities including
academics, administration, finance, examination, student services, infrastructure,
digital systems, and governance. Their efficiency and motivation affect the
University‟s performance and perception. Kurukshetra University follows the
effective and transparent mechanisms for appraisal, career growth, welfare, etc. for
non-teaching staff to keep them motivated. The University has introduced welfare
measures for non-teaching staff including employee welfare funds, loans for
home/vehicles, wheat and festival loan (without interest), fee concession of the
children of employees, children education allowance, provision of medical
reimbursement, community centre for family functions etc.
Short Term Goals (1 -3 years)
 To organize programmes for training of non-teaching staff in IT tools, office
automation and financial procedures.
  To facilitate non-teaching staff publically for their contribution towards
University‟s growth.
 To conduct orientation programmes/workshops in University‟s rules, RTI act,
NAAC/NIRF awareness etc. for non-teaching staff.
 To setup a grievance redressal cell for non-teaching staff.
 To strengthen the appraisal and promotion policy of non-teaching staff.
Medium Term Goals (4 – 7 years)
 To organize specialized certification programs in examination automation, library
software for non-teaching staff.
 To train all non-teaching staff to work effectively on ERP/IUMS.
Long Term Goals (8 – 15 years)
 To strengthen the role of non-teaching staff in NAAC/NIRF preparation.
 To organize special workshops for senior non-teaching staff to understand
leadership role.
C.10: Session wise teaching plan
A well-defined teaching plan is important for academic discipline, transparency
and consistency in the learning of the students. All efforts are made by the faculty of
various departments to make the learning experience for students as a best experience of
their life. The curricula of the various programmes have been designed in such a way
that students are exposed to theoretical as well as experimental learning. Programmes of
the University are designed with stated programme outcomes, programme specific
outcomes and course outcomes. This provides a comprehensive understanding to the
student right at the beginning of the course as to what should be the primary focus. It also
helps them in self-evaluating their performance at the conclusion of the course.
Short Term Goals (1 – 3 years)
 To frame a policy on mandatory preparation of session wise teaching plan by the
faculty.
 To conduct workshop for the faculty for measuring attainment level of learning
outcomes.
 To make the session wise teaching plan available to the students at LMS/ERP.
 To establish a feedback mechanism from the students regarding teaching plan.
Medium Term Goals (4 – 7 years)
 To integrate fully the session wise teaching plan into the academic process.
 To include teaching plan submission in the self-appraisal report of the faculty.
 To include student centric features like allowing them for access the learning
material in advance.
Long Term Goals (8 – 15 years)
C.11: Learning material like study books
At Kurukshetra University, the learning of students is made effective through
various student centric activities like group discussion, case studies, educational tours,
quiz competitions, declamation contests, poster making competitions and sports/cultural
activities.
Short Term Goals (1 – 3 years)
 To ensure every subject of a programme has minimum learning material in the
form of lecture notes, ppts etc.
Medium Term Goals (4 – 7 years)
 To develop video lectures.
 To provide/prepare learning materials for slow as well as advance learners.
 To upload course materials on LMS/ERP system of the University.
 To promote MOOCs, SWAYAM+ material, podcasts developed by the faculty
Long Term Goals (8 – 15 years)
 To collaborate with industry and alumni for preparing advance study material
with case studies.
C.12: Question Bank
A question bank is required for transparent and outcome aligned assessments of
each course of an academic programme. One of the purposes of question bank is to
provide a pool of comprehensive valid questions of a course to ensure the quality of
assessments.
Goals
 To frame a policy for question bank system in the University under which each
faculty member submit unit wise questions in the question bank.
 To create question bank for all core courses.
  To review the questions in the question bank regularly.
 To include questions of all types – MCQs, short answer types, case studies in the
question bank.
C.13: Assignments and Assessments
Assignments and assessments are the integral part of academic evaluation process
that ensures the proper and holistically evaluation of the students based on their learning.
The assignments may include writing reports, reviews, problem solving tasks,
presentations etc. The assessments are based on class-tests, quizzes, end semester
examination, seminars, viva-voce. The assignments are also a process of assessment.
These assessments are part of the academic programmes of Kurukshetra University.
Short Term Goals (1 – 3 years)
 To map all the assessment methods with learning outcomes.
 To ensure a provision of atleast one assignment in all the courses.
 To adopt diverse assessment methods including open book tests.
 To enable online submission of assignments and evaluation.
Medium Term Goals (4 – 7 years)
 To encourage the submission of assignments on LMS/ERP platforms.
 To introduce assignments with interdisciplinary tasks.
 To strengthen the continuous assessment system.
Long Term Goals (8 – 15 years)
 To introduce Online evaluation of answer books.
 To do statistical analysis of data including learning trends, gaps and accordingly
review the curriculum.
C.14: Value added skills enhancement papers
The value added skill enhancement papers of short duration are required in
today‟s fast changing time to bridge the gap between skill and employability. The
purpose is to empower students with soft skills, digital literacy etc. Kurukshetra
University has introduced more than 100 value added skill enhancement papers online to
train the students to face future challenges.
Short Term Goals (1 – 3 years)
 To introduce atleast one value added skill enhancement course in each year of an
 academic programme.
 To develop value added skill enhancement courses in emerging areas like digital
literacy, data handling etc.
 To invite industry experts for delivering value added skill enhancement courses.
Medium Term Goals (4 – 7 years)
 To provide value added skill enhancement courses through ERP/LMS.
 To strengthen the online value added skill enhancement papers.
 To collect feedback from the students to measure the effectiveness of the value
added skill enhancement course.
Long Term Goals (8 – 15 years)
 To establish skill labs or centre of excellence in collaboration with industry.
 To position the University as skilling hub.
C.15: Pedagogy
Kurukshetra University has made an ecosystem that makes the learning
experience for students as a best experience of their life. The curricula of the
various programmes have been designed in such a way that students are exposed
to theoretical as well as experimental learning. Programmes of the University are
designed with stated programme outcomes, programme specific outcomes and
course outcomes. This provides a comprehensive understanding to the student
right at the beginning of the course as to what should be the primary focus. It also
helps them in self-evaluating their performance at the conclusion of the course.
The learning is made effective through various student centric activities like
group discussion, case studies, educational tours, quiz competitions, declamation
contests, poster making competitions and sports/cultural activities. In order to
provide participative learning to the students, some programmes have the
provision of field training of the students. Students collect and analyze the data
themselves during these field training programmes. Classroom lectures in all the
departments are held in interactive mode, allowing students to engage in
meaningful discussions, thereby converting a typical classroom into a space for
knowledge enhancement.
The University organizes educational/cultural tours to places of educational
and historical importance for students. These tours develop leadership qualities,
promote team work and develop an attitude of cooperation among students in
addition to their academic benefit. The University organized a public speaking
competition – ROSTRUM to enhance the communication skills and presentation
level of the students.
Short Term Goals (1 – 3 years)
 To ensure attainment of Course Outcomes and Programme Outcomes.
 To strengthen learning through labs, field trainings, internships.
 To strengthen collaborative learning like group discussions.
 To promote blended learning.
 To strengthen the use of ICT tools for content delivery.
 To conduct orientation programmes/workshops for the faculty on student centric
teaching methods.
Medium Term Goals (4 – 7 years)
 To integrate online platform like SWAYAM plus/MOOCs for learning.
 To promote interdisciplinary teaching.
 To develop a system of feedback on pedagogy for improvement.
 To integrate pedagogical approaches with session wise teaching plans.
 To introduce the concept of flipped classroom model to use classroom time for
discussions and problem solving.
Long Term Goals (8 – 15 years)
 To use AI for the customization of pedagogy.
C.16: Other activities as part of learning
Other activities as part of learning in addition to classroom learning play a vital
role for the holistic development of students. These other activities include co-curricular
activities (like debates, group discussions, seminars etc.), extracurricular activities
including sports, music, cultural etc., social activities like NSS, NCC, blood donation
camps, and industrial visits, educational tours. The University organizes a public
speaking competition – ROSTRUM to enhance the communication skills and
presentation level of the students. Keeping in view the importance of sports, Kurukshetra
University has included the sports as an integral part of its educational structure. The
University has excellent infrastructure for cultural and sports activities. The Directorate
of Sports of the University has established the perfect path for the development of
University sports by adopting the professional approach. It provides the channels and
ample opportunities to the budding athletes of campus and affiliated colleges to perform
at national and international level.
The sports facilities include well maintained Sports Stadium, fully equipped
Gymnasium Hall, new Gymnasium Hall has been, Swimming Pool, Tennis court, Basket
Ball court, Hand Ball court, Badminton court, Volley Ball court, Korf Ball courts,
Hockey & Football playgrounds, shooting range and climbing wall.
The University has a Department of Youth and Cultural Affairs for organizing
various cultural activities in the campus. The Universities has several auditoria of varied
capacities. These include an auditorium with capacity of 2000 persons, senate hall of 200
capacity, crush hall of 250 capacity, Faculty lounge of 125 capacity, RK Sadan of 400
capacity, Community centre and open air theatre.
Short Term Goals (1 – 3 years)
 To integrate co-curricular activities in the academic programmes.
 To issue calendar of students‟ activities at the start of the session.
 To organize inter-university cultural fests.
 To strengthen the sports activities.
 To boost the extension and outreach activities.
 To increase the students participation in ROSTRUM – a public speaking
competition.
 To establish active clubs and cells for providing platforms for students
engagement.
 To encourage the students for rural internships.
 To motivate students for participation in extension activities.
Medium Term Goals (4 – 7 years)
  To embed activity based learning into the curriculum of academic programmes.
 To frame a policy for recognizing and awarding the students for excellent work in
co-curricular/extra-curricular activities.
Long Term Goals (8 – 15 years)
 To make participation of students in extension activities mandatory.
 To facilitate the students for international exchange programmes.
 To position the University as hub of holistic development of students.
C.17: Earn while learn facility and flexibility
The University has Earn while Learn scheme to provide financial assistance to the
students in the form of their engagement for department related work upto 18 hours per
week. The meritorious students not having sufficient financial resources to fund their
education are selected in the scheme. The scheme also serves the purpose to equip the
students with work ethics. The scheme is aligned with one of the visions of NEP-2020
to integrate vocational learning into higher education.
Short Term Goals (1 – 3 years)
 To strengthen the policy of Earn While Learn Scheme.
 To aware the students about available opportunities like library assistant,
teaching/research support, office intern etc.
 To train the departments for engaging the students effectively in part-time roles.
Medium Term Goals (4 – 7 years)
 To expand the role of students opting for Earn While Learn Scheme.
 To collaborate with the industry for paid internships in the academic session.
 To take feedback for reviewing the scheme and modify accordingly
Long Term Goals (8 – 15 years)
 To link the academic credits or recognition of students working in the scheme.
 To support enterprises run by students in the incubation centres.
C.18: Flexibility and Multidisciplinarity
The implementation of NEP-2020 by the University has provided an opportunity
to adopt flexibility and multidisciplinary in the ecosystem of higher education. The
University has adopted academic flexibility in terms of CBCS, discipline elective
courses, open elective courses, multiple entry/exit system; curricular/programme
flexibility in terms of providing interdisciplinary, multidisciplinary courses, two major,
one minor programmes, integrated degrees; credit flexibility through Academic Bank of
Credits. The University has adopted NEP‟s 4-year UG model.
Short Term Goals (1 – 3 years)
 To strengthen the basket of elective, minor and multidisciplinary courses.
 To provide academic mentorship and counseling to guide students for flexible
study plans.
 To register all students on ABC portal for credit transfer.
 To initiate more value added courses.
 To conduct advisory sessions for the students to understand flexibility in their
academic journey.
 To conduct faculty development programs on issues of flexibility and
multidisciplinary in higher education.
 To develop integrated UG-PG programmes across the disciplines.
 To strengthen multiple entry/exit system as per NEP-2020.
 To introduce Apprenticeship Embedded Degree Programmes (AEDP).
Medium Term Goals (4 – 7 years)
 To strengthen one minor and two major programmes.
 To develop a mechanism for smooth transfer of credit from MOOCs, SWAYAM
and other platforms.
 To start certificate courses in collaboration with industry.
Long Term Goals (8 – 15 years)
 To offer joint degree with credit transfer from international Universities.
 To collect and analyze feedback on flexibility and multidisciplinary from the
students and industry experts.
 To use AI for the better choice of flexibility based on academic journey of the
students.
C.19: Research & Innovative thinking skills
One of the visions of NEP-2020 is that higher education must move beyond
content delivery and rote learning to inculcate creativity and problem solving abilities.
Research oriented mindset and innovative capabilities ensure academic excellence of the
University. Kurukshetra University is determined to inculcate Research and innovative
thinking skills in the students through the implementation of NEP-2020.
Short Term Goals (1 – 3 years)
 To embed project-based learning in UG and PG programme.
 To encourage students for participation in paper presentations, hackathons and
startup bootcamps.
 To frame a policy to give incentive for research output in terms of awards, grants,
promotions etc.
 To strengthen library and laboratories.
 To support faculty/students for patent filing and technology transfer.
 To sign MoUs with industry and R & D institutions.
Medium Term Goals (4 – 7 years)
 To strengthen innovation and incubation centres.
 To introduce summer research training/interships in UG programmes.
 To establish domain specific research centres.
 To collaborate with international Universities for joint research, faculty exchange
and projects.
Long Term Goals (8 – 15 years)
 To position the University as hub for multidisciplinary research.
 To achieve ranking in NIRF -Innovation and Research category, global
innovation rankings.
 To establish alumni network to support successful startups.
C.20: International Exposure
Implementation of NEP-2020 encourages the University to become global hub of
knowledge by promoting international exposure of students and faculty. In today‟s era of
globalized world, the international exposure of students and faculty becomes an essential
component in higher education ecosystem. The University has dedicated office of
Advisor, International Students to provide support services to the international students in
the campus. The university provides financial support to the faculty for participating
international conferences/seminars etc.
Short Term Goals (1 – 3 years)
  To sign MoUs with foreign institutions for student exchange and faculty exchange
programmes.
 To start new certificate/diploma courses in foreign languages to ease international
networking.
 To encourage faculty for joint publication/research and international research
projects.
 To enhance financial support to the faculty for participating in international
conferences/workshops etc. held abroad.
 To organize international conferences on the campus.
Medium Term Goals (4 – 7 years)
 To provide travel grant to students selected for international opportunities for
academic purpose.
 To include foreign language course in the basket of Ability Enhancement Courses
(AEC).
 To admit more foreign students through Study in India scheme.
 To make the University globally visible by achieving high ranking in QS, THE
and other global rankings.
Long Term Goals (8 – 15 years)
 To establish a dedicated International Relations Cell for all international
collaborations.
 To sign MoUs with foreign universities for Twin programmes.
 To embed the provision for short and semester long exchange for students in the
academic programmes.
 To position the University at global level in align with India‟s vision of
Vishwaguru.
D. Research, and Intellectual Property Enablers
In line with its VISION and MISSION statements, the University has given
priority and thrust to research in newly emerging as well as conventional fields of
research, together with promotion of scientific research. Over the decades, a strong
culture of multi-disciplinary research has evolved, and excellent research infrastructure
has been created and timely augmented to catch up with the latest developments for
carrying out cutting-edge research in front-line areas, with regular financial assistance
from different funding agencies.
The office of Dean, Research & Development acts as a catalyst for strengthening
the research ecosystem by streamlining the existing policies for research as well as for
proactively making new policies for promoting research, innovation and consultancy. A
well-defined policy for Promotion of Research is in place which aims to promote
research ecosystem and conducive environment for conducting quality research by the
faculty members and students of the University.
Notably, the University has earned a distinction in having established at the
Department of Physics a “National Ion Beam Centre” equipped with a state-of-the-art
200 kV “Low-energy Ion Accelerator” with financial support from Department of
Science & Technology (DST) Govt. of India in the form of a research project “Ion
Induced Growth and Engineering of Materials”. Yet another noteworthy national
research facility is the “National Low-temperature Thermochronology” laboratory at the
Department of Geophysics.
The University has created an eco-system with 5 new research centres (viz.
Advanced Material Science, IT and Automation, Applied Biology in Environment
Sciences, Advanced Research in Earthquake Studies, and Excellence for Research on the
Saraswati River)
The University has also taken a lead in the country and is probably the only
University in the country to honour the outstanding Indian scientists at a grand scale
through prestigious Goyal awards instituted in 1992. These include four Goyal Prizes,
one each in the field of Applied Sciences, Chemical Sciences, Life Sciences and Physical
Sciences; four Rajib Goyal Prizes for Young Scientists, one each in the discipline of
Applied Sciences, Chemical Sciences, Life Sciences and Physical Sciences; and one
Goyal Peace Prize.
Endeavour of the University is to nurture and support a vibrant research aptitude
of the researchers to innovate, create new knowledge and newer insights which in turn
unlocks the potential to transform teaching and extension activities into more innovative
and scientific learning.
The University has also appointed an Honorary Professor - IPR and Technology
Transfer to help the faculty members and the University in strengthening IPR portfolio.

D.1: Quality Research

Quality research in a University requires strong research culture, policy
framework, faculty development, research collaboration, and financial support. The
University intends to contribute in knowledge creation, national development, global
innovation, and student empowerment needs to focus on quality research in the campus.
It requires sustained effort, policy commitment, and a collaborative academic culture.
The quality of research is measured in terms of publications in indexed journals, citation
index, sponsored research projects, collaborative research and societal impact.
Short Term Goals (1 to 3 years)
 To introduce research based curriculum at UG/PG level.
 To organize workshops on research methodology and publication ethics.
 To strengthen the research promotion policy of the University.
 To strengthen the anti-plagiarism policy of the University.
 To strengthen research infrastructure by upgrading laboratories and equipments.
 To engage students in internships/dissertation/project work linked to ongoing
research.
 To strengthen the incentive systems for high-impact research output.
 To sign MoUs for collaboration with the research institutions.
 To strengthen the policy of seed grant for faculty members.
 To encourage peer-reviewed research publications.
 To enhance the financial support to the faculty for participating in
conference/seminars/symposia etc.
Mid Term Goals (4 to 7 years)
 To promote undergraduate and postgraduate research.
 To develop faculty mentoring system for young researcher.
 To increase the number of externally funded research projects.
 Develop a university research portal to showcase ongoing projects, achievements,
and collaborations.
Long Term Goals (8 to 15 years)
  To position the university among the top research institutions in India and Asia.
 Establish a dedicated research and development (R&D) foundation for sustainable
funding.
 To influence public policy through evidence-based research in social sciences,
environment, and health.
 Attract global talent through fellowships, joint Ph.D. programs, and postdoctoral
opportunities.
D.2: Research Oriented experienced faculty members
The research oriented experienced faculty members are required in a University
for building research ecosystem, mobilizing external research funds, publications in
indexed journals, filing patents and guiding young faculty. Kurukshetra University is
committed to create participative research ecosystem.
Short Term Goals (1 to 3 years)
 To give incentives in terms of research awards and recognition to research
oriented faculty members.
 To provide special grants for developing research laboratories in the fields of
experienced faculty members.
 To identify active researchers among faculty members and provide seed grant.
 To support faculty participation in international conferences.
 To encourage collaborative research.
 To promote industrial consultancy.
Mid Term Goals (4 to 7 years)
 To revise the research promotion policy for including workload balance,
publication support etc.
 To facilitate the faculty members for submitting research projects to the external
agencies.
 To provide research-inclined faculty with leadership roles to help shape the
University‟s research agenda.
Long Term Goals (8 to 15 years)
 To introduce performance based incentives for publishing papers in high impact
journals.
  To position University as a nationally and internationally recognized knowledge
institution for research excellence.
 To establish a dynamic research ecosystem that strategically aligns faculty
research with the University‟s long-term goals

D.3: API based faculty compensation

The UGC has introduced API scoring for faculty to ensure performance
orientation in higher education institutions. The API system encourage the faculty
members to contribute in teaching, research and extension activities of the University.
This system encourages multi-dimensional evaluation of faculty members. Kurukshetra
University has adopted API system of UGC for the promotion of faculty members.
Short Term Goals (1 to 3 years)
 To strengthen API system for performance linked progression of the faculty
members.
 To conduct workshops on API formats and documents required.
 To revise the self appraisal format of the faculty members in accordance with API
system.
 To strengthen the API verification committees.
Mid Term Goals (4 to 7 years)
 To launch online portal for submission of API report.
 To use API data of faculty members for sanctioning the budget to the
departments.
Long Term Goals (8 to 15 years)
 To introduce performance based increments, awards or workload relaxation.
 To develop a system for auto verifying research and academic contributions of a
teacher.
D.4: Targeted research and collaborative research
The aim of targeted research is to do quality research in a focused area. The
University has established research centres in five targeted domains (viz. Advanced
Material Science, IT and Automation, Applied Biology in Environment Sciences,
Advanced Research in Earthquake Studies, and Excellence for Research on the Saraswati
River). The collaborative research include various types of collaborations like inter-
institutional, industry-academia, National and international. Targeted and collaborative
research is required for the transformation of a University from teaching-centric to
research oriented University.
Goals
 To sign more MoUs and submit more projects for targeted and collaborative
research.
 To strengthen the provision of Co-supervisor to encourage collaborative research.
 To revise the research promotion policy with emphasis on targeted and
collaborative research.
 To identify key thrust local/national areas for targeted research.
 To organize regular workshops for encouraging collaborative research.
 To submit research projects with proposal on targeted domain.
 To sign MoUs with local industries, research laboratories and other departments.
 To establish research clusters for encouraging interdisciplinary research.
 To submit joint research projects in collaboration with international Universities
and institutions.
 To engage students in targeted and collaborative research.
 To establish centres of excellence in specific domain in align with national
priority.
 To position the University as a national and international leader in newly
emerging research fields.
D.5: More Ph.D. and post-doctoral research scholars
It is important to increase the number of Ph.D. and post-doctoral researchers in
the University to strengthen the research portfolio. These researchers not only improve
the research output in terms of more papers, patents but also assist in teaching. More
number of researchers in the campus also used in the metrics of different ranking and
accreditation agencies. The Ph.D. and post-doctoral research scholars help the University
to transform itself into research intensive institution.
Short Term Goals (1 to 3 years)
 To motivate faculty for registering more number of Ph.D. students.
  To promote interdisciplinary coguidance.
 To strengthen the research laboratories and library in the departments.
 To encourage the students in applying for UGC-JRF and other fellowships.
 To revise Ph.D./Post-doctoral regulations as per UGC/NEP-2020 guidelines.
 To encourage joint Ph.D. programme with industry.
Mid Term Goals (4 to 7 years)
 To increase the amount of University Research Scholarship (URS).
 To launch post-doctoral programme from University funding.
 To provide financial support for publishing in indexed and high impact jouranls.
 To provide financial support for filing patents.
Long Term Goals (8 to 15 years)
 To position the University as centre of excellence for research in some domains.
 Establish strong partnerships with top universities across the globe to co-supervise
Ph.D. and postdoctoral scholars.
D.6: More faculty members with Ph.D.
Short Term Goals (1 to 3 years)
Mid Term Goals (4 to 7 years)
Long Term Goals (8 to 15 years)

D.7: Faculty encouragement for book publications, research publications and

patents
The purpose of book publications and/or research papers and filing patents is to
encourage innovation and academic growth among students, researchers, and faculty.
Short Term Goals (1 to 3 years)
 To strengthen the „Research Awards‟ policy for rewarding quality output in the
categories of research publications,
 To revise the IPR policy.
 To organize workshops on patent filing.
 To encourage publications in indexed journals.
 To strengthen the role of publications and patent in appraisal mechanism.
Mid Term Goals (4 to 7 years)
 To frame a policy for reimbursement of publication fees, patent filing costs, and
book publishing expenses.
 To set target for department about research publications, patent, publishing books.
 To provide leave for writing major publication or book.
Long Term Goals (8 to 15 years)
 To collaborate with top universities and research groups to work on joint
publications, books, and patents.
 To create a fund that regularly supports research, publishing, and patenting work
at the University.
D.8: More conferences/symposia/workshops etc.
Conferences play an important role in building a strong research and
academic/research culture in universities. Organizing conferences help to increase
research visibility, promote collaboration, and make research more accessible. Faculty,
researchers, and students stay involved by regularly presenting their work at these events.
Students are encouraged to share their research at university-hosted or external
conferences and workshops. The university supports their participation with travel grants
and other assistance. These conferences provide opportunities for exposure of the
research students towards new tools and technologies.
Short Term Goals (1 to 3 years)
 To create an academic calendar for organizing academic events in the University.
 To allocate dedicate funds and logistic support for organizing academic events.
 To offer incentives and recognition to the departments for organizing high impact
conferences/events.
 To organize small conferences frequently focused on new tech areas to keep
students, faculty, and researchers engaged in academic activities.
 To conduct thematic workshops on different domains including Indian
Knowledge System.
Mid Term Goals (4 to 7 years)
 To launch a portal for uploading conference papers, videos and presentations.
 To organize joint conferences/events with institutional repute.
 To ensure publishing conference proceedings in ISBN proceedings or special
 issues of journals.
 To create event endowment funds and encourage industry sponsorships to sustains
annual events.
 To link project/dissertation submission with participation in one conference.
Long Term Goals (8 to 15 years)
 To host international symposia and policy dialogue with international agencies.
 To launch University journals for publishing conference papers.
 To establish partnership with peer reviewed journals for publishing conference
proceedings.
D.9: Student involvement in research
The involvement of students in research is required for the attainment of learning
outcomes like critical thinking, problem solving and innovation. It bridges the gap
between curriculum and application and also strengthens the academic ecosystem in the
campus. The participation of students in research not only improves the research skills
but also helps in their early career development in research and higher studies.
Kurukshetra University is committed to involve students of UG and PG programmes in
research in accordance with the vision NEP - 2020.
Short Term Goals (1 to 3 years)
 To strengthen the summer internship in UG programmes and dissertation/project
in PG programmes.
 To encourage PG students for publications in indexed journals and filing patents.
 To frame a policy for rewarding the students involved in good research.
 To promote students for participating in Hackathons.
 To organize University level orientation programmes and workshops for
students/research scholars only.
 To link project/dissertation submission with participation in one conference.
 To create opportunities for students to participate national/international research
programs.
Mid Term Goals (4 to 7 years)
 To create a student research cell for coordination and support.
 To provide travel support to students for participating in conferences.
  To collaborate with industry for encouraging the students to work on real life
problems during projects.
 To involve students in the projects led by the faculty.
Long Term Goals (8 to 15 years)
 To launch students edited research journals.
 To support the students for patent filing.
 To position the University as a centre of excellence for student research.
D.10: Industry and institutional collaboration and consultation
In the era of NEP-2020, the industry collaboration in terms of student internship,
curriculum design, joint publications, joint research projects, industrial visits becomes
crucial for the University. Kurukshetra University has signed MoUs with industries for
this purpose. The University has established two incubation centres in the campus for
more interaction with industries.
Short Term Goals (1 to 3 years)
 To encourage faculty for doing more consultancy projects with industries.
 To align the curriculum as per need of industries.
 To nominate industry experts in the UG/PG Board of Studies.
 To sign more MoUs with the industries.
 To organize guest lectures, workshops and seminars with industry experts as
resource persons.
Mid Term Goals (4 to 7 years)
 To secure structured internships for the students.
 To encourage joint research projects with the industries.
 To establish research centres in the campus in collaboration with industry.
Long Term Goals (8 to 15 years)
 To establish long term strategic collaboration with key industries.
 To position the University as centre of excellence for collaborative research.
D.11: University Incubation Centres
An Incubation Centre in a university is required for nurturing innovation,
promoting entrepreneurship, and supporting start-up ecosystems among students, faculty,
and researchers. Kurukshetra University gives top priority for creating an eco-system for
innovation as well as transfer of knowledge. The University has aligned itself to the
vision of United Nations-Sustainable Development Goals (UN-SDG) 2030 as well as
Startup India by implementing the SDG Plan for the university and by creating two
incubation Centre namely Kuruksehtra University Technology Incubation Centre
(KUTIC) and another sponsored by Department of IT and Electronics, Govt. of Haryana.
The mission of KUTIC is to create an ecosystem for incubating start-ups and
create an academia-industry interface for a symbiotic relationship between industry and
university. It has signed 6 MoUs to support startups in the campus. KUTIC has framed a
startup policy and same has been registered on Startup India platform. It has successfully
incubated two startups: Livsmart Automation and Security LLP and Freshily19 AgriTech
Private Limited.
The University is committed to develop ecosystem for startups in the campus.
Short Term Goals (1 to 3 years)
 To enhance the number of incubated startups.
 To strengthen partnerships with angel investors and venture capital firms.
 To enhance collaboration with corporates, research institutions, and government
bodies.
 To conduct advanced workshops on entrepreneurship, business modeling, and
fundraising.
 To strengthen the existing incubation centres with more infrastructure and
governance.
 To organize mentorship programs with successful entrepreneurs and industry
leaders.
 To create a mentor pool of industry experts, alumni, faculty and startup founders.
 To organize university-wide competitions to encourage students to turn projects
into business plans.
 To incubate at least 5 early stage startup ideas from students and research
scholars.
Mid Term Goals (4 to 7 years)
 To set up a dedicated lab and prototyping facility to support product development.
 To launch annual startup challenges and hackathons to identify high-potential
 ideas.
 To organize workshops, boot camps, and mentoring sessions to help students
explore and develop their business ideas through validation, market research, and
planning.
 To create a group of industry experts and entrepreneurs to mentor students from
all departments on how to turn ideas into startups.
 To offer credit-based electives on entrepreneurship, innovation, and design
thinking to boost the startup culture in the campus.
 To recognize and give incentives/awards for good ideas.
Long Term Goals (8 to 15 years)
 To assist startups in patent filing, intellectual property protection, and technology
commercialization.
 To create a framework for licensing and revenue-sharing models for innovations.
 To create state-of-the-art incubation spaces equipped with modern amenities, co-
working areas, and private office spaces for startups
 To develop partnerships with top international universities and startup hubs
worldwide.
 To integrate minor projects, and research-based innovation into the incubation
process.
 To develop an innovation park in the campus.
 To join national and international incubator network.

D.13: University publications and citation service

Academic publications and citation services are essential for research progress,
faculty recognition, and improving the university's ranking. It plays a crucial role in
aligning with global benchmark like SCOPUS, Web of Science, Google Scholar etc.
Kurukshetra University encourages its faculty and research scholars to publish papers in
the indexed journals and accordingly give awards. The University is publishing peer
reviewed research journals in the faculties of Laws, Arts & Humanities, and Indic studies.
Among these, the journal Annual Digest “Prachi-Jyoti” is being published since the
inception of Institute of Indological Studies way back in 1956.
Short Term Goals (1 to 3 years)
  To conduct workshops on manuscript preparation, plagiarism checks, monitoring
publications through SCOPUS, Web of Science etc.
 To generate and analyze faculty wise citation report.
 To strengthen the award policy for publishing in high impact journals and
citations.
 To strengthen the system of linking publications with promotion and incentives.
 To strengthen policy on ethical publications and plagiarism norms.
 To establish a digital archive for faculty publications and research projects.
 To encourage the faculty for uploading their research papers and projects to the
institutional repository regularly.
Mid Term Goals (4 to 7 years)
 To establish publication support cell for guiding the faculty and student for
publishing in indexed journals.
 To publish annual research and publication report of the University.
 To index the University‟s journals in SCOPUS and other indexing.
 To identify the research gaps and address the same.
Long Term Goals (8 to 15 years)
 Position the University as a leading contributor in national research databases.

D.14: Target patent claim for UG & PG projects in professional subject areas
The applied research and Intellectual Property (IP) have become important in the
fast changing time in the domain of higher education. In addition to the research by the
faculty, the need in the present scenario is to encourage and support the patents out of
projects of UG and PG students particularly in the professional subjects/disciplines like
management, pharmacy, engineering etc.
Kurukshetra University has appointed an Honorary Professor - IPR and
Technology Transfer to help the faculty members and the students in strengthening IPR
portfolio.
Short Term Goals (1 to 3 years)
 To organize workshops and seminars on IPR, patent literacy and technology
transfer.
  To support the faculty members and students for filing the patents.
 To revise the IP policy of the University.
 To strengthen academia-industry interface for executing UG/PG projects in
collaboration with the industry.
Mid Term Goals (4 to 7 years)
 To integrate basic IPR knowledge in the UG/PG Curriculum of professional
programmes.
 To integrate patentable projects in the incubation centres of the University.
 To allot dedicated budgeted grant to cover the cost of patent filing by the students
and faculty.
 To identify 10-15 projects every year those have a potential for patenting.
 To train faculty for patent drafting and assessment.
 To sign MoUs with patent attorneys and law firms for advisory support.
Long Term Goals (8 to 15 years)
 To position the University in top 10 universities of the country in filling the
patents.
 To set up patent screening committees at the department level.

E. Physical Enablers
Physical infrastructure, facilities and overall ambience of a university campus
play a vital role for the growth of its students as well as faculty. Kurukshetra University
has a Green campus of 472 acres, with a covered area of 367671 sq. m, offering
conducive ambience for teaching, learning and research. The campus and overall
ambience of the University can be rated as one of the most beautiful campuses in the
Universities in the country. The University has good facilities for teaching-learning
in terms of Classrooms, laboratories, computers etc including smart classrooms.
The University has excellent physical infrastructure including teaching blocks,
central library, research laboratories, computer centre, instrumentation centre,
administrative block, Deans‟ building, building of Directorate of Distance education,
examination wings, hostels, play grounds, gymnasiums, swimming pool, shooting range,
auditorium, senate hall, faculty lounge, R K sadan, senior secondary school, construction
branch, community centre, clubs, canteens, residential complexes, Dharohar museum
cultural heritage of Haryana, and museum of First War of Independence, gardens, lawns,
solar panels, sewage treatment plant etc. The uninterrupted power supply is ensured by
power houses with necessary back-up facilities on the campus. The University has a
health centre to provide quality health care services to its students, and employees and
their dependents. The doctors with different specializations are on the panel of the
University.
The sports facilities in the University include well maintained Sports Stadium,
fully equipped Gymnasium Hall, new Gymnasium Hall has been, Swimming Pool,
Tennis court, Basket Ball court, Hand Ball court, Badminton court, Volley Ball court,
Korf Ball courts, Hockey & Football playgrounds, shooting range and climbing wall.
The University has several auditoria of varied capacities. These include an
auditorium with capacity of 2000 persons, senate hall of 200 capacity, crush hall
of 250 capacity, Faculty lounge of 125 capacity, RK Sadan of 400 capacity,
Community centre and open air theatre.

G.1: Smart Campus

The smart campus of a University integrates physical infrastructure and digital
network to enhance efficiency in every domain of a University. The smart campus
include ICT enabled smart classrooms, wi-fi connection, secure internet access, LMS,
smart libraries, CCTV systems, e-goverance, solar energy, waste water management
system, online admissions etc. Kurukshetra University is moving fast forward to convert
its campus into a smart campus.
Short Term Goals (1 to 3 years)
 To strengthen e-governance in students admission, examination and financial
domains.
 To ensure 100% wi-fi coverage with high speed internet.
 To implement University wide LMS.
 To strengthen the classrooms equipped with digital teaching tools.
 To strengthen the surveillance by installing more and updated CCTV cameras.
  To enhance the solar power generation.
 To strengthen the dashboard facilities for the students and staff.
Mid Term Goals (4 to 7 years)
 To develop a mobile app for providing important information to the students and
faculty.
 To integrate services, finance, academics into a single ERP system.
 To strengthen the rainwater harvesting, water recycle system in the campus.
 To renovate older buildings with smart infrastructure for energy efficiency.
Long Term Goals (8 to 15 years)
 To convert campus into fully automated campus using AI based tools.
G.2: Green/sustainable building
Short Term Goals (1 to 3 years)
 To conduct energy audit and retrofit energy efficient appliances.
 To strengthen the water conservation system in the campus.
 To install segregation bins and composite pits.
 To organize green awareness drive and constitute eco-club involving students.
Mid Term Goals (4 to 7 years)
 To implement e-waste policy and set up e-waste points.
 To install more rooftop solar panels and smart energy meters in the campus.
 To develop plantation zones.
Long Term Goals (8 to 15 years)
 To achieve 100% rainwater harvesting system.
 To establish a research centre on sustainable technologies.
 To install IoT based sensors for real time monitoring of air quality and water.

G.3: Infrastructure to commute

A proper infrastructure in the campus is required for timely access to academic
and other facilities. Kurukshetra University is committed to provide eco-friendly
infrastructure to commute in the campus for wellbeing of its students and staff.
Short Term Goals (1 to 3 years)
  To develop pedestrian pathways in the campus.
 To provide safe and accessible transport/bus service for students to connect
hostels and teaching blocks
 To promote green and walkable campus environment.
 To construct wheelchair friendly ramps.
 To install solar lights on all the existing roads.
 To install CCTV cameras, zebra crossing and speed breakers at important
commuting points in the campus.
 To set directional and multilingual signboards at all the important points in the
campus.
Mid Term Goals (4 to 7 years)
 To reduce dependence on private vehicles and carbon footprint.
 To setup bicycle stand and EV charging points in the campus.
 To start cycles on rent system in the campus.
 To start e-rickshaws in the campus.
Long Term Goals (8 to 15 years)
 To constitute a transport committee for assessing the needs and reviewing
performance.
 To use AI and IoT to monitor traffic in the campus.

G.5: Library/Digital Resource centre

The library of a University play a crucial role in enhancing teaching, learning and
research in the campus. It supports students and teachers to make academic journey
interesting and joyful. In the present time the libraries are transforming into digital
resource centres that combine physical and digital access to the information.
Jawahar Lal Nehru (JLN) Library of the University is automated using Integrated
Library Management System (ILMS) i.e. Libsys Software version 4.0. More than 4
Lakhs books are entered in the database of the ILMS. It has 15000 rare manuscripts in
digitized form.
There is a well established computer lab in the JLN Library. It is equipped with
50 computers, 4 Laptops, 4 Multi-functional printers, 2 Barcode Reader, 15 printers, and
180 Internet Nodes in the library. Library has the wi-fi connectivity which provides
seamless access of web resources to fulfilling the academic and research requirement of
the teachers and students.
Presently the library is receiving 13 full text e-resources which include 8000+ e-
journals under e-Shodh Sindhu consortium of INFLIBNET, in addition JLN Library
subscribes Proquest Database (literature, education and psychology etc), Scifinder,
Emerald and Manupatra. These all e-resources are accessible locally within the campus
as well as remotely. JLN Library also has membership of Shodhganga: a PhD theses
repository. It has access of NDLI, a massive electronic repository and ESS to meet the
literature needs of the users. Library conducts training programmes for its users
including students, teachers and research scholars.
Short Term Goals (1 to 3 years)
 To enrich the library with more print and digital resources
 To procure resources including screen readers, braille material and assistive
technologies for providing support to PwD.
 To create more space for reading zones, discussion rooms, Wi-Fi study lounges.
 To adopt One Nation One Subscription policy for strengthening digital resources.
 To improve ICT infrastructure in the libraery.
 To organize training programmes, workshops on digital library use for the
students and faculty.
 To upgrade and integrate the library with digital access.
 To subscribe required academic data bases.
Mid Term Goals (4 to 7 years)
 To provide remote access to quality content.
 To create a repository for faculty publications and teaching resources.
 To develop e-resource access zones in the library.
Long Term Goals (8 to 15 years)
 To integrate digital content with LMS platform.
 To automate the process of circulation and access control fully using library
management software.
 To transform the library into digitally connected and student centric knowledge
 hub.
 To collaborate with national and international libraries for content sharing.
 To position the library as model digitized resource centre recognized nationally.

G.8: Examination Branch

The role of examination branch in a University becomes more crucial with the
implementation of NEP-2020 that emphasize on outcome based education, continuous
assessment and technology integration. The functions of examination branch of the
University include preparing examination timetable, students registration, question paper
management, conduct of examination, conduct of admission entrance test, evaluation
process, timely declaration of results and record keeping.
Kurukshetra University is committed to transform its examination branch into
digitally empowered and transparent unit that promotes faie evaluation and ensures
accountability and integrity in the certification process as per vision of NEP-2020.
Short Term Goals (1 to 3 years)
 To conduct examination and declare results as per academic calendar of the
University.
 To focus on digitalization of records.
 To strengthen the automation of examination forms and registration process.
 To setup student grievance portal for revaluation and result related issues.
 To develop a mobile application for providing seamless services to various
stakeholders of examination in general and to students in particular.
 To strengthen digital transcript services.
 To align with Academic Bank of Credits.
 To support formative assessment and project based evaluation.
 To develop clear SOPs.
Mid Term Goals (4 to 7 years)
 To introduce on-screen digital evaluation of answer sheets for 50% of the
programmes.
 To Complete automation and integration of all the examination processes
involving Result Branche, Conduct Branch, Secrecy Branch, Registration Branch
 and Re-evaluation Branch by integrating and storing student data from different
branches.
 To introduce biometric system at examination centres or electronic ID cards can
be issued to eligible students which will be swiped using card readers at the
examination centres to verify the identity of the student, thereby automatically
generating the attendance/signature sheets accordingly.
 To Upload of student related data on Digilocker application for easy availability
of certified data to students & prospective employers both nationally and
internationally.
 To introduce temper proof degrees and transcripts.
Long Term Goals (8 to 15 years)
 To use data analytics for monitoring pass percentages, grading trends and
performance gaps.
 To conduct Online examinations and proctoring.
 To introduce flexi examinations system in the University.

Concluding Remarks
The Institutional Development Plan (IDP) presents a comprehensive roadmap to
transform the university into a Multidisciplinary Education and Research University (MERU). It
proposes to become a dynamic, future-ready, and globally competitive institution by aligning
itself with national education policies focusing on academic excellence, research innovation,
governance reforms, skill development, student-centric approaches, and infrastructural
development.
The short-, mid-, and long-term goals for all the enablers present here provide actionable
strategies. The plan emphasizes outcome-based education, digital transformation, and inclusive
growth as the core enablers of institutional progress.
The effective implementation of this IDP will depend on academic leadership as well as
all the stakeholders including faculty, non-teaching staff and students of the University. The
University is committed to reviewing and realigning the IDP periodically to respond to emerging
challenges and opportunities in in the implementation.