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Strategic Plan Management System

Group 1.1
  • 1.1.1 - Formulate and implement the university's policy and Standard Operating Procedures (SOP) for regular and standard review, upgrading and revision of curriculum of all study programmes of SEUSL
  • 1.1.2 - Constitute and operate Curriculum Consultative Forum for every faculty/portfolio which consists of members from industry, national and international experts in the field, alumni and other external stakeholders and engage in regular and periodical consu
  • 1.1.3 - Guide and facilitate Curriculum Development Committees of the university and of the faculties to define Curriculum Review and Revision Cycle and workplans thereof for every study programme/ portfolio and monitor its timely implementation
  • 1.1.4 - Ensure that curricula of all study programmes are appropriately benchmarked with standards of recognized quality frameworks and relevant latest curricula of internationally recognized similar programmes
  • 1.1.5 - Work with employers, professional bodies, alumni and other stakeholders to evaluate the performance, attitudes and skills of our graduates at workplace and inform our programme development and revision process
  • 1.1.6 - Use our research conferences as a platform to stimulate research and dissemination of new knowledge relating to our curriculums, teaching and learning and inform our curriculum development and revision process
  • 1.1.7 - Provide tailored training and exposures for academic leaders at each faculty to enable them to contribute to the breadth and continuous improvement of our curricula.
Group 1.2
  • 1.2.1 - Create a Corporate Office of Virtual Learning as a project to plan, enable, implement, monitor and report the adoption of Learning Management Systems and other new technologies as part of enhancing teaching, learning and feedback processes in every undergraduate and postgraduate programme of SEUSL
  • 1.2.2 - Declare the adopt and use of LMS by staff as a measure of award for academic excellence and annual increments
  • 1.2.3 - Provide all the staff members and students with hands-on training to effectively embrace and sustain LMS culture
  • 1.2.4 - Sophisticate the existing ICT infrastructure of SEUSL and ensure that all faculties and units are connected to W-LAN and enjoy quality Wi-Fi environment.
Group 1.3
  • 1.3.1 - Adopt appropriate policies, guidelines and procedures to standardize and regulate every aspect signifying the quality of academic programmes
  • 1.3.10 - Encourage our faculties and functional units to become ISO certified thereby maximally standardizing our operations.
  • 1.3.2 - Capacitate Quality Assurance Unit (QAU) of the university and of the faculties to ensure that they systematically guide, monitor, follow-up and reinforce the quality assurance activities at every sub-system under their preview
  • 1.3.3 - Create a proper system and an environment at each faculty so that documents/evidences relating to quality assurance and programme reviews are schematically archived continuously
  • 1.3.4 - Improve the coordination and cooperation between our faculties and other functional units improving synergy on quality assurance processes
  • 1.3.5 - Facilitate inter and intra faculty interactive sessions to share the best practices on quality assurance in every aspect of academic programmes
  • 1.3.6 - Use our staff engaged in institutional and programme reviews in other universities to underpin and inform our quality assurance process with best practices from other leading institutions
  • 1.3.7 - Provide training to quality assurance coordinators and academic and non-academic staff on QAC’s quality assurance guidelines and compliance to quality standards
  • 1.3.8 - Motivate and facilitate the transformation of academic programmes in alignment with standards stipulated in QAC's manual of review of undergraduate study programmes of Sri Lankan universities and higher education institutes
  • 1.3.9 - Implement a system of internal programme reviews, awards and incentive schemes to promote healthier competition between the faculties towards securing the best outcome in forthcoming programme reviews.
Group 1.4
  • 1.4.1 - Benchmark and standardize the programme design, curriculum and process of delivery in accordance with recognized international professional standards and programmes
  • 1.4.2 - Form industry /professional consultation cell in each faculty and build a sound relationship with professional and industrial partners
  • 1.4.3 - Become certified by relevant ISO schemes to enhance and sustain the programme quality.
Group 1.5
  • 1.5.1 - Equip each faculty with necessary infrastructure and environment for fostering student centered learning
  • 1.5.2 - Revisit the curriculams and course specifications of the study programmes must be revisited to ensure due emphasis over studentcentered and outcome-based education
  • 1.5.3 - Ensure that the quality assurance unit of each faculty monitors the adoption of student centered learning at their faculties
  • 1.5.4 - Enable and motivate our students to use their vacation to undertake national or international work-based learning or volunteering at profit or non-profit sector and enforce/enable it through curriculum and as a part of teaching, learning and assessment strategies of our degree programmes.
Group 2.1
  • 2.1.1 - Revisit the existing research grant opportunities and procedures implemented by the university to make them more flexible but more accountable towards outcome
  • 2.1.2 - Increase the percentage of generated income and capital grants appropriated for the purposes of research, innovation and commercialization.
Group 2.2
  • 2.2.1 - Formulate, implement, institutionalize and monitor financial incentive and award schemes stimulating publishing of research papers, chapters and books by students and staff in high impact journals and via reputed publishers
  • 2.2.2 - Regulate undergraduate thesis supervisory and examination procedures to ensure that students' researches/theses are done free from plagiarism and they are uploaded to the university’s e-repository
  • 2.2.3 - Enable and encourage our staff through series of common and tailored training for enhancement of research competency on multidisciplinary perspectives & methodologies, academic writing, statistical analysis and enhancing the visibility and impact of their research
  • 2.2.4 - Employ national/international eminent researchers as supervising research consultants for providing technical assistance to increase the breadth and the volume of our researches published in reputed such journal listed under Social Science Citation Index, Arts & Humanities Citation Index, Science Citation Index Expanded, Emerging Sources Citation Index or similar indexing databases
  • 2.2.5 - Encourage the staff to collaborate with eminent international and national researchers in their researches and publications
  • 2.2.6 - Establish a 'Press of the University' and bring it under the supervision of the SEUSL's library where staff and outside authors can publish their books and creative works.
Group 2.3
  • 2.3.1 - Encourage our academic staff to upload their researches and publications in popular such research networks and databases as Google Scholar, RG, Academia, ORCID,etc. and link such performance by academic staff with academic allowances, scholarships and incentive schemes
  • 2.3.2 - Use research citations, h-index, etc. as evaluation criteria in existing and new scholarship and incentive schemes stimulating impactful researches
  • 2.3.3 - Motivate and mobilize undergraduate and postgraduate researches towards addressing regional and national issues under the facilitation and coordination of Research and Innovation Center of the university
  • 2.3.4 - Devise/revise and implement recruitment policies so that the university's new recruits bring competitive advantage in terms of research records and citations
  • 2.3.5 - Conduct research conferences regularly and encourage, by means of scheme of award, for indexing the conference proceedings in reputed such research databases as Thomson Reuters, Web of Sciences, Scopus, ect.
  • 2.3.6 - Create a corporate conference portal to ensure that the whole processes from manuscript submission to publishing at all conferences of our university and faculties are web-enabled thereby transparent, user-friendly and more effective
  • 2.3.7 - Support academics to write textbooks on Sri Lankan context.
Group 2.4
  • 2.4.1 - Establish and equip research centers at each faculty and library in order to foster research and entrepreneurship culture in each faculty
  • 2.4.2 - Organize experience sharing interactive sessions with successful entrepreneurs and experts from different fields encouraging our students and staff to explore avenues to be more innovative and entrepreneurial
  • 2.4.3 - Implement highly attractive reward and awarding schemes for staff and students contributing to inventions and commercializations impacting on the wellbeing of our university and the country
  • 2.4.4 - Organize awareness and training programmes to staff and students on intellectual property rights and related subjects encouraging them to secure patent rights for their innovations
  • 2.4.5 - Organize exhibitions and trade fairs in order to expose the creative and innovative ideas of young entrepreneurs
  • 2.4.6 - Conduct inter-faculty competitions among students to stimulate talents, creativities and innovative ideas.
Group 2.5
  • 2.5.1 - Organize seminars and workshops and widely disseminate information about the national and international competitive research grants and opportunities and encourage our staff to compete for such opportunities
  • 2.5.2 - Promote, train and facilitate our young staff to maximally make use of our university's research grants and such national research grants extended by NSF, NRC and other state institutions
  • 2.5.3 - Train our staff to develop their competency to write best competitive research proposals
  • 2.5.4 - Promote and facilitate collaboration of our researchers with internationally and nationally renowned researchers in respective fields/ disciplines.
Group 3.1
  • 3.1.1 - Establish new faculties to support our growth and to be more impactful on addressing the potential/emerging needs of the region, our country and the globe [Schedule 01: Proposed new faculties]
  • 3.1.2 - Bifurcate the existing departments into many optimal numbers of new departments to specialize in more specific areas of knowledge demanded [Schedule 02: Proposed departmentalization scheme]
  • 3.1.3 - Introduce new undergraduate and postgraduate degree programmes to address the potential/emerging social and industrial needs [Schedule 03: Proposed undergraduate and postgraduate programmes].
Group 3.2
  • 3.2.1. - Embed industrial training in curricula of all our study programmes (including that of social sciences, humanities, management and applied sciences) and make it compulsory for the award
  • 3.2.2 - Form SEUSL's alumina network and link our undergraduates so that they efficiently find appropriate industrial training placement
  • 3.2.3 - Partner with relevant private, governmental and non-governmental organizations and other metropolitan universities with the view of providing industrial and soft skill training for our students
  • 3.2.4 - Strengthen the existing Career Guidance Unit (CGU) so that it effectively operates as a corporate unit to plan, coordinate, monitor and implement industrial training strategies of the university
  • 3.2.5 - Provide self-help training programmes so that our undergraduates themselves search and secure appropriate industrial training placements
  • 3.2.6 - Create a web portal where all our undergraduates exposed to industrial training can share their training experience with other potential trainees
  • 3.2.7 - Establish a proper mentoring, supervision and reporting system throughout the training period to ensure maximum impact of industrial training.
Group 3.3
  • 3.3.1 - Streamline our coaching systems to address gender and cultural considerations
  • 3.3.2 - Strengthen our Physical Education Unit, its function and management with benchmarks of other recognized national and international universities leading in sports
  • 3.3.3 - Invest on sports skill training for students and on TOT for our coaches with the objective of tapping our maximal potentials in sports performance
  • 3.3.4 - Introduce varieties in indoor games thereby widening the opportunities for student participation in sports
  • 3.3.5 - Introduce award scheme for motivating student performance in sports.
Group 3.4
  • 3.4.1 - Promote and facilitate teaching, administrative and non-academic staff and students of the university to acquire proficiency in all state languages
  • 3.4.2 - Promote and facilitate the organization of charity campaigns, multicultural events, sports, tour, community research and other social and welfare engagements with the participation and involvement of students, staff and community heads of different cultures and religions
  • 3.4.3 - Promote and facilitate cross cultural learning through curriculum, teaching and learning process
  • 3.4.4 - Conduct regular training for students to enhance their negotiation and problem-solving skills
  • 3.4.5 - Guide the teachers and administrators to manage study groups and campus residences to foster coexistence among students.
Group 4.1
  • 4.1.1 - Use the International Affairs Division and Staff Development Center (SDC) to work together and liaise with international universities and agencies with the objective of connecting our staff with overseas scholarship opportunities for PhD, postdoctoral and other training programmes
  • 4.1.2 - Stimulate and support our young academic leaders to earn the highest renowned academic and professional qualifications of the sector
  • 4.1.3 - Provide our staff with adequate financial assistance and support for PhD and other professional development initiatives including multidisciplinary programmes
  • 4.1.4 - Provide training and awareness on promotional schemes for supporting career advancement planning, progress assessments and exploiting opportunities
  • 4.1.5 - Encourage senior staff to honestly share their experiences and best practices in career advancement
  • 4.1.6 - Use our SDC to maintain effective coordination with our staff reading PhD and their institutions to assist, encourage and support our staff to complete their PhD programme as scheduled.
Group 4.2
  • 4.2.1 - Prepare an HR training and development plan of the university by conducting a comprehensive training need assessment for all categories of staff and ensure that it gets implemented through annual action plans of the university
  • 4.2.2 - Engage our SDC to provide extensive generic and tailor-made training programmes for our staff for inspiring and equipping them to deploy a range of skills to shape, influence and lead in the areas of studentcentered learning, outcome-based education, student counselling, staff engagement, etc.
  • 4.2.3 - Promote and facilitate our staff to acquire international exposures, job exchanges, and industrial experiences using their various leave entitlements
  • 4.2.4 - Integrate key strategic plan targets with staff performance through formulating guidelines and policy to optimally distribute the strategic plan targets among the staff
  • 4.2.5 - Monitor periodically at the department/faculty level the achievements of the targets allotted to individuals/work teams and review the progress thereof in legitimate/ statutory meetings of the faculties and the university
  • 4.2.6 - Foster the staff contributions to strategic plan achievement via incentive schemes, annual increments and awards.
Group 4.3
  • 4.3.1 - Review and assess our existing and future cadre needs and prepare sustainable human resource plan to best support our existing needs and growth strategies
  • 4.3.2 - Introduce a policy framework to count academic staff engagements in research, counselling and administrative duties in determining and balancing the staff workload
  • 4.3.3 - Fill the existing cadre vacancies with immediate effect with the best people thereby accessing the best relevant talents to deliver our strategies
  • 4.3.4 - Ensure that workload among the staff is fairly balanced.
Group 4.4
  • 4.4.1 - Ensure that all our students academic and administrative staff in need of residential facilities are provided with quality residence within or in close proximity of the campus
  • 4.4.2 - Increase the efficacy of our network infrastructure to ensure that our students, staff and visitors can connect to the world from anywhere within the university's premises
  • 4.4.3 - Ensure that all buildings of SEUSL undergo occasional and regular maintenance and refurbishment on a timetable basis giving our students, staff and visitors safe and pleasant experience throughout their stay with us
  • 4.4.4 - Implement 5S environment within the premises of all buildings of SEUSL
  • 4.4.5 - Invest on landscaping and beautification of the campus premises into green, pleasant and stimulating atmosphere
  • 4.4.6 - Ensure quick access across all facilities through enhanced internal road network
  • 4.4.7 - Ensure that all our academic, administrative, recreational and residential facilities are accessible by differently abled students and staff
  • 4.4.8 - Collaborate with recognized suppliers of food and beverage and enhance the management, service quality and outlook of cafeteria facilities within the university premises
  • 4.4.9 - Ensure highest standard of health among students and staff by enhancing their awareness to potential health risks and improving the quality and access to health facilities.
Group 4.5
  • 4.5.1 - Invest to mitigate and prevent the risk of flood and erosion in our university's land through appropriate fencing and effective drainage systems
  • 4.5.2 - Use our bare lands in economic activities including coconut plants and nurseries giving the university net financial gain.
Group 4.6
  • 4.6.1 - Update the master plan for the development of the university for the next 25 years in consideration of evolving strategies
  • 4.6.2 - Ensure that all projects within the master plan have detailed and sound proposals and financial pledge.
Group 5.1
  • 5.1.1 - Introduce a separate and flexible window of our university's research grant with the view of promoting internationally collaborated researches / publications of our staff
  • 5.1.2 - Partner with international universities to jointly finance collaborated research projects by staff of partnering institutions
  • 5.1.3 - Implement incentive and award schemes with the objective of increasing volume and impact of our research collaborations
  • 5.1.4 - Organize research conferences collaborated with international universities in general and South Asian universities in particular
  • 5.1.5 - Partner with international universities and bodies to publish internationally collaborated new journals or selected volumes of existing journals
  • 5.1.6 - Use the Research and Innovation Center of SEUSL and university's website to promote, facilitate and monitor international research collaborations of the university
  • 5.1.7 - Use research centers of the faculties and the library to exploit popular research networks and social media to explore the opportunities for research collaborations
  • 5.1.8 - Use the Research and Innovation Center of SEUSL and research centers of the faculties and library to explore research projects of regional and national significance and link our local and international researchers through public call for expression of interest.
Group 5.2
  • 5.2.1 - Develop university's policy framework to promote and regulate student and staff exchange within and beyond the boundaries of the university and the country
  • 5.2.2 - Introduce internationally collaborated undergraduate and postgraduate programmes
  • 5.2.3 - Encourage the faculties to explore, with the assistance of International Affairs Division, opportunities for student and staff exchange partnership at universities of South Asian Countries
  • 5.2.4 - Use the International Affairs Division of SEUSL and the university's website to promote, facilitate and monitor student and staff exchange programmes of the faculties and the University
  • 5.2.5 - Use our staff, overseas alumni network and well-wishers of SEUSL to explore opportunities for student and staff exchanges
  • 5.2.6 - Use the Academic Programme Centre (APC) of SEUSL to implement academic programmes in collaboration with local universities.
Group 5.3
  • 5.3.1 - Develop our policy for international student intake, fee structure, exemption and financing with the view of bringing an international education dimension to our university
  • 5.3.2 - Provide partial course fee waivers for international students applying from SAARC countries and least developed economies
  • 5.3.3 - Promote our academic programmes internationally through social media and academic networks
  • 5.3.4 - Introduce scholarship programmes in collaboration with other state partners
  • 5.3.5 - Participate in education fairs organized in countries from where SEUSL can potentially attract students and exhibit our education products.
Group 5.4
  • 5.4.1 - Create our institutional and regulatory arrangement for looking for potential opportunities for external consultancies and for promoting, facilitating and coordinating our staff engagement in consultancy with public, private and not- for-profit firms
  • 5.4.2 - Partner with state, not-for-profit and private sector institutions in our their efforts to develop the region of the university
  • 5.4.3 - Exchange our infrastructure facilities for realizing mutual gain.
Group 6.1
  • 6.1.1 - Prepare a financial forecast running for the life of strategic plan to underpin decisions regarding resource generation, allocation and risk management
  • 6.1.2 - Organize planning sessions to ensure that our faculties, other functional units and the university as a whole prepare their annual budget in alignment with action plans which shall in turn be aligned with university's strategic plan and priorities
  • 6.1.3 - Ensure that the university’s annual procurement plan/procurement implementation plan should diligently be aligned to the university's annual action plans
  • 6.1.4 - Ensure that the office of bursar, requesting departments and OSPIM shall work together in preparing the annual budget and procurement plan in alignment with annual respective action plan
  • 6.1.5 - Conduct the action planning, budgeting and review as participatory sessions with maximal inclusion and participation of all relevant officers and stakeholders
  • 6.1.6 - Enable the OSPIM through adequate staffing, space, equipments and training to perform effective planning, guiding, coordinating, monitoring, reporting, reinforcing the implementations of the university's strategies
  • 6.1.7 - Increase the commitments of the faculty boards, the senate and the council by necessitating the inclusion of strategic plan as a permanent item of the agenda for their statutory meetings and ensure that they engage in regular scrutiny, progress reviews, resolutions and followup towards successful implementation of action plans and strategic plan of the university.
Group 6.2
  • 6.2.1 - Implement organizational wide Enterprise Resource Planning (ERP) with the objectives of automating and web-enabling the core functions relating to student registration, student residence management, action planning, procurement management, budgeting and financial control, inventory management and complains management
  • 6.2.2 - Provide students and staff adequate training to optimally use and sustain ERP systems for best implementation of the university's strategies.
Group 6.3
  • 6.3.1 - Create a central policy repository of the university and make it online where all policies (decisions), guidelines of the university and the amendments thereto are consolidated, systematically archived and made easily accessible
  • 6.3.2 - Ensure that all permanent and ad hoc committees, operational units and programmes appointed or constituted or operated by legitimate bodies of the university have duly adopted and published clear Terms of References / By-laws and operating guidelines thereof
  • 6.3.3 - Codify and publish the milestone achievements of SEUSL in the passage of its history (University Calendar)
  • 6.3.4 - Codify, regularly update and publish the 'SEUSL's Policy and Regulation Handbook' consisting of all existing policies and regulations of the university that provides the basis for its functions and decisions, which may include updated By-laws governing the subjects of examinations, the conferment of all degrees and other academic qualifications, students' discipline and residence management,
  • 6.3.5 - Revisit the university's policies and regulatory environment with the aim of addressing gaps in relation to equality, inclusion, gender discrepancies, etc.
  • 6.3.6 - Standardize and optimally align every unit and function in the fabric of our institution with the standards stipulated in the QAC’s manual for institutional review.
Group 6.4
  • 6.4.1 - Form a fund-raising committee of the university to search, campaign and bid for potential competitive aids and philanthropic sources with the objective of raising funds for implementing the strategic plan and master plan of SEUSL
  • 6.4.10 - Use the history of spending, asset utilizations and accountability of faculties and units to inform future resource allocations thereto
  • 6.4.11 - Devise and implement a mechanism to perform assets utility survey to monitor and improve efficient asset utilization
  • 6.4.12 - Save recurrent expenses and make use of it for students and staff empowerment and welfare activities.
  • 6.4.2 - Convince the state authorities for increased funding for having overwhelmingly accommodated the government's policy to provide increased access to higher education
  • 6.4.3 - Encourage the faculties, CEDPL and other functional units to introduce a wide range of financially viable academic programmes and extension activities which generate surpluses for re-investment
  • 6.4.4 - Revitalize the teaching, learning, management and marketing strategies at CEDPL with the aim of attracting more students to the existing and potential external/part-time programmes
  • 6.4.5 - Reform the business model of CEDPL so that it may offer financially feasible multi-disciplinary academic/professional programmes collaborated by different faculties/universities
  • 6.4.6 - Improve the quality of financial reports of the university and make it publicly available
  • 6.4.7 - Publish internally the quarterly financial/budget progress of faculties, units and of the university as a whole thereby enforcing transparency, quality financial scrutiny and accountability
  • 6.4.8 - Increase the reinvestment of generated income on capital, research and human development activities underpinning organizational sustainability
  • 6.4.9 - Abolish all non-value adding administrative/procumbent practices at the university in order to enhance our financial absorption capacity and efficiency
Group 6.5
  • 6.5.1 - Implement an insurance scheme to cover all employees of the university fostering the sense of caring
  • 6.5.2 - Adopt participatory and consultative approaches in planning and implementation of our strategies, regulations, annual actions and budget of the university so that all members of the university truly develop the sense of ownership and commitment
  • 6.5.3 - Honour all categories of staff who render their duties and supports beyond the minimum requirements.
Group 6.6
  • 6.6.1 - Develop our institutional policy framework to inform our teaching, learning, procurement and management strategies by sustainable development agenda
  • 6.6.2 - Integrate the sustainability development strategies into our teaching, learning, and assessment strategies preferably through curricula
  • 6.6.3 - Promote sustainable consumption of electricity and water resources through improved planning, supervision and effective accountability measures
  • 6.6.4 - Strengthen the internal audit division to underpin our commitment to sustainability through regular and professional audit on sustainability
  • 6.6.5 - Conduct regular awareness and training progreammes to students, staff, SMEs and public to promote their engagement towards sustainable development goals
  • 6.6.6 - Invest on renewable/clean energy sources and recycling infrastructures.