Choose Report Type
Publication Date
Report Upload
Download
(6.28 MB)
vertical
Education
PDF Text
Expanding
Quality Higher Education
through States and
State Public Universities
Policy Brief
FEBRUARY 2025 Research and Analysis Team
Dr. Shashank Shah Senior Specialist, Higher Education, NITI Aayog
Oshin Dharap Consultant, Higher Education, NITI Aayog
Dr. Surender Singh Consultant, Association of Indian Universities (AIU)
Upragya KashyapYoung Professional, Higher Education, NITI Aayog
Suggested Citation
NITI Aayog. (2025). Expanding Quality of Higher Education through States and State Public Universities.
February, 2025.
Copyright and Disclaimer
Copyright@ NITI Aayog, 2025
Every care has been taken to provide correct and up to date information with references. However, NITI
Aayog shall not be liable for any loss or damage whatsoever, including incidental or consequential loss or
damage, arising out of, or in connection with any use of or reliance on the information in this document.
Readers of this document should be aware that the document may be subject to revisions.
About the Photographs
Photographs of architecturally diverse State Public Universities have been displayed on the following page. 1Expanding Higher Quality Education through States and State Public Universities: Policy Brief
INTRODUCTION
Quality and holistic education serves as the bedrock for the socio-economic development and
growth of every nation. For India to unlock its full potential and become the global hub of talent and
innovation, our higher education and research ecosystem must adapt to the demands of an evolving
world and be brought centrestage in the development dialogue of the nation. The National Education
Policy (NEP) 2020 offers a blueprint for transforming Indian higher education to become the key
driver of progress and prosperity and achieve the vision of a Viskit Bharat by 2047. 2Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Central Universities and Institutes of National Importance are the flagship institutions of higher
education in India that excel in frontier areas of knowledge on national and international platforms.
However, it is important to note that it is the 495 State Public Universities and their over 46,000
affiliated institutions that account for 81% of the total student enrolment and hence play a vital
role in ensuring access to higher education across the length and breadth of India. Technically,
Universities established or incorporated by a Provincial Act or by a State Act, and funded by
the State Government are called State Public Universities (SPUs). Hence, they come under the
predominant responsibility of State Governments. However, given their phenomenal reach and
hence their vital role in grooming talent across the country, their transformation is a collective
national responsibility.
Over the last 75 years, the nationwide growth and expansion of SPUs has been primarily driven
to increase access to affordable higher education, particularly in remote and underserved regions.
This has been essential in meeting the rising demand for higher education and addressing regional
imbalances in educational access. Hence, SPUs serve as regional hubs for higher education, reaching
nearly 3.25 crore students. While this expansion has undoubtedly improved access to higher
education, it also presents challenges in striking a balance between access and quality.
Going forward, the role of SPUs will increase even further. By 2035, the NEP 2020 target is
to double enrolment in our higher education institutions from 4.33 crores to nearly 9 crore
students. Nearly 7 crore of these students will continue to study in SPUs. Hence, it is of utmost
importance that SPUs transition from focusing only on access to higher education to delivering
world-class higher education to achieve the primacies of the NEP 2020 and create the high quality
human resource required to power the vision of becoming a Viksit Bharat by 2047. To facilitate this
transition, there is an urgent need to power certain policy, regulatory and fiscal levers that directly
or indirectly affect SPUs.
The purpose of the report on ‘Expanding Quality Higher Education through States and State
Public Universities’ is to provide an overview of the higher education sector in India, highlight the
challenges faced by SPUs, and recommend pragmatic interventions along with an implementation
roadmap to address them. Extensive stakeholder consultations with Central and State Government
officers, vice chancellors and senior academicians of leading SPUs, and heads of State Higher
Education Councils have been undertaken to understand these challenges and explore policy
solutions and strategic interventions that can address them. The recommendations assimilated
from the consultation process are aimed at improving the quality of research, pedagogy and
curriculum, augmenting institutional and systemic funding and financing capacity, upgrading and
empowering institutional governance structures, and strengthening industry-academia interface to
boost employability. This policy brief captures the recommendations that could be implemented
by Central and State Governments, SPUs and various other stakeholders in the aforementioned
areas in the short, medium and long-term time horizons
1
.
1
Throughout the policy brief, SPUs have been frequently referred to as Leading SPUs and Aspirational SPUs.
Leading SPUs are those which feature in the top 50 ranked SPUs in the NIRF Rankings 2024. Aspirational
SPUs are those which do not feature in the top 50 ranked SPUs in NIRF Rankings 2024. Also, all recom-
mendations with respect to SPUs may be appropriately applied to the affiliated colleges. 3Expanding Higher Quality Education through States and State Public Universities: Policy Brief
RECOMMENDATiONS:
SHORT-TERM, MEDIUM-TERM,
AND LONG-TERM 4Expanding Higher Quality Education through States and State Public Universities: Policy Brief
1. QUALITY
A. Improving Quality of Research
Short-Term (0-2 Years)
1. Policy & Framework Development
• Develop a draft National Research Policy framework in alignment with the Anusandhan
National Research Foundation (ANRF) outlining funding, collaboration, and performance
metrics.
• Identify and establish Research Hubs in cluster of SPUs, based on core competencies of
identified universities.
• Setup/establish an industry/government/community outreach/engagement centre in
every SPU.
• Establish Research Support Offices in SPUs.
• Training and capacity building programmes to be conducted for faculty members to
effectively utilise the services of Research Support Offices.
• SPUs to chart out an action plan in the Institutional Development Plan to offer and
implement performance-based incentives to the faculty for research.
• Create curated list of high-quality journals in STEM and non-STEM areas. (UGC CARE
list to be regularly updated).
• Develop and offer scholarships and fellowships for students and teachers from SPUs
with research potential.
• Consolidated information on available scholarships/fellowships from Central
Government (available on NSP Portal), State Governments, international institutions,
other councils and agencies, and those given by individual universities to be provided on
a single platform.
• Implement student-faculty research pairing programmes in SPUs.
• Establish researcher mentorship programmes in SPUs.
• Establish Patent Cells in all SPUs to create awareness and for handholding.
• Implement ‘single-window’ clearances for research and testing facilities for SPUs.
• Designate Leading SPUs with an established track record in research and policy/project
evaluation as Research and Knowledge Partners for projects of the Central and State
Governments.
2. Resource Allocation
• Allocate earmarked grants for R&D activities in STEM and non-STEM areas in SPUs
and higher education development in the state budgets and through the Anusandhan
National Research Foundation (ANRF).
• Enhance funding for post-doctoral fellowships, especially for women in SPUs. 5Expanding Higher Quality Education through States and State Public Universities: Policy Brief
• Increase INFLIBNET and ONOS support for free access to research resources in all
SPUs.
• Grant exemptions for taxes on R&D equipment for SPUs.
3. Infrastructure & Capacity Building
• Implement flexible administrative policies to prioritize research and reduce the
administrative workload of teachers.
• Allocate resources to SPUs for upgrading research facilities.
• Provide dedicated funding to hire technical support staff for research laboratories in
Leading SPUs for efficient utilisation and maintenance of research infrastructure.
• Grant allocation for the maintenance of research equipment.
• Provide handholding to Aspirational SPUs to apply and benefit from ANRF and other
research grants.
Medium-Term (2-5 Years)
1. Policy Implementation & Monitoring
• Finalize and implement the National Research Policy.
• Establish mechanisms to monitor and evaluate the policy’s impact.
2. Collaboration & Partnerships
• Facilitate collaborative research partnerships with other universities, research institutions,
industries, and government bodies through organisations like AIU, CII and FICCI.
• Promote SPU consortia and networking by creating a platform to share best practices,
solutions to problems, innovations, resource mobilization mechanisms and sharing of
resources.
3. Sustainability & Growth
• Establish R&D Advisory Committees for clusters of SPUs.
• Setup incubators to provide comprehensive support for research commercialization
and start-ups in all Leading SPUs.
• Strengthen support for humanities research through infrastructure and collaborations
of SPUs with research organisations.
Long-Term (5+ Years)
1. Research Culture & Excellence
• Create Centres of Excellence in cluster of SPUs to address local challenges.
• Enhance research funding for fundamental research and attract diverse students from
India and abroad.
B. Improving Quality of Pedagogy and Curriculum
Short-Term (0-2 Years)
1. Teaching Quality Measurement
• Develop a framework with clear parameters to evaluate teaching effectiveness. This may 6Expanding Higher Quality Education through States and State Public Universities: Policy Brief
include student feedback, peer evaluations, classroom observations, and course completion
rates.
• Implement the framework to measure the quality of teaching on a semester basis in SPUs.
• Utilize evaluation results to provide constructive feedback to faculty for continuous
improvement. Consider using the evaluation system for performance-based incentives or
recognition programmes for outstanding teachers.
2. Curriculum Review & Alignment
• Establish curriculum review committees within each SPU to review and update existing
curricula across various disciplines on a regular basis.
• Partner with industry experts to identify current job market needs and emerging skills
requirements.
• Update curricula to reflect industry standards and integrate emerging fields of study.
3. Multidisciplinary Education and Academic Flexibility
• Offer electives and minor programmes that complement students’ major fields of study.
• Align with Academic Bank of Credits and multiple entry-multiple exit system.
4. Student Support Services
• Enhance support services for students facing academic challenges, such as tutoring,
counselling, and academic advisory services to guide students in course selection and
academic planning to ensure their success and retention.
• Develop and implement mental health and wellness programmes for students and
research scholars.
5. Holistic Education
• Integrate thematic focus areas of Holistic Education (including Environment, Human
Values and Global Citizenship Education) from the UGC National Higher Education
Qualifications Framework (NHEQF) into the curricula and co-curricular activities of
SPUs.
• Establish partnerships between SPUs and community organisations to promote
community engagement and service.
• Integrate sustainability concepts and themes across core and elective courses.
• Develop specialized courses or programmes in sustainability-related fields.
• Partner with NGOs or organisations working on SDGs to offer internship opportunities
for students.
• Organize workshops and seminars to raise awareness about the SDGs among students
and faculty of SPUs.
Medium-Term (2-5 Years)
1. Teaching Quality Measurement
• Analyse the results of the semester-based teaching quality evaluations across all SPUs
and refine the framework, if necessary. 7Expanding Higher Quality Education through States and State Public Universities: Policy Brief
2. Curriculum Innovation & Flexibility
• Introduce new courses related to identified emerging and sunrise sectors.
3. Holistic Education
• Introduce interdisciplinary courses focused on environmental sustainability, universal
human values, and multicultural competence.
• Establish dedicated units or cells within all SPUs to facilitate and monitor the
implementation of holistic education initiatives.
• Develop SPU-level strategies to integrate UNSDGs with the teaching-learning and
research ecoystems.
Long-Term (5+ Years)
1. Continuous Improvement & Innovation
• Regularly review and refine the teaching quality measurement system based on new
developments in higher education.
• Encourage faculty participation in research and professional development opportunities
to stay updated in their fields.
• Foster a culture of innovation in curriculum design by encouraging faculty to develop
new courses and teaching methods.
2. Multidisciplinary Education and Research Universities (MERUs)
• Create a worldclass framework for establishment of MERUs.
• Handhold and finance Leading SPUs to transition to MERUs.
3. Holistic Education
• Institutionalize holistic education as a core philosophy of all SPUs through policy
frameworks.
• Ensure all HEIs adopt measurable indicators of holistic education to monitor planetary,
societal, local community, and individual contributions.
• Facilitate global collaborations to share innovations and best practices in holistic
education.
C. Digitalization of Higher Education
Short-Term (0-2 Years)
1. Infrastructure Assessment & Upgradation
• Conduct a thorough assessment of existing IT infrastructure in SPUs and identify
universities with the most significant infrastructure gaps for initial upgrades.
• Invest in high-speed internet connectivity across campuses to support digital learning
initiatives.
• Upgrade classrooms and labs with technology conducive to online and blended learning.
This may include interactive whiteboards, projectors, and video conferencing equipment.
• Establish dedicated digital learning centres or computer labs equipped with necessary
software and hardware. 8Expanding Higher Quality Education through States and State Public Universities: Policy Brief
• Integrate credits and curricula to utilise existing online and digital platforms of the
Ministry of Education, Government of India.
• Adopt digital platforms for student lifecycle management which includes admissions,
registration, fee payment, academic records, examinations, pedagogy and courses. AI may
be effectively integrated in the processes.
Medium-Term (2-5 Years)
1. Digital Infrastructure & Capability Building
• Continue upgrading of IT infrastructure across all SPUs based on the initial assessment.
• Provide technical support staff for maintaining and troubleshooting technology issues
within SPUs.
• Bridge the digital divide by providing affordable access to laptops, tablets, or other
necessary devices for students from underprivileged backgrounds.
• Train faculty, staff, and students on using new platforms.
Long-Term (5+ Years)
1. Collaboration and Capacity Building
• Foster collaboration between SPUs, technology companies, and educational technology
experts to develop innovative digital learning solutions.
• Offer training and support programmes to enhance digital literacy among students and
faculty.
D. Internationalization of Higher Education
Short-Term (0-2 Years)
1. Infrastructure Improvement and International Student Recruitment
• Identify and prioritize Leading SPUs with existing infrastructure suitable for international
students.
• Allocate resources for necessary upgrades to classrooms, laboratories, and student
accommodation facilities.
• Enhance campus Wi-Fi connectivity and provide access to international academic
databases.
• Develop an international marketing strategy to promote Leading SPUs abroad.
• Enable Leading SPUs to participate in international education fairs and conferences.
• Establish dedicated International Student Support Offices to guide overseas students
through the application process and address their needs on campus.
• Offer scholarship programmes for deserving international students pursuing courses in Leading
SPUs.
2. Faculty Development & Internationalization
• Develop training programmes on internationalization for faculty members of Leading SPUs
to provide them international exposure and to enhance their teaching methodologies 9Expanding Higher Quality Education through States and State Public Universities: Policy Brief
and research capabilities, covering topics like cross-cultural communication, global
perspectives in teaching, and international student support.
• Organize webinars and workshops for the staff of International Students Support Offices
on various aspects related to internationalization and collaborations.
• Implement faculty exchange programmes for Leading SPUs with select foreign universities
for short-term visits.
• Identify and support faculty participation for research presentations in international
conferences and research collaborations.
3. Curriculum Review & Standardization
• Conduct a review of existing model curricula to identify areas needing adjustments to
align with international standards.
• Partner with international language organizations to offer English and other foreign
language proficiency programmes for students.
• Encourage foreign language learning by offering additional language courses and exchange
programmes.
4. Talent Attraction from Abroad
• Conduct outreach programmes to identify Indian scientists, professors, and researchers
working abroad.
• Develop fellowship programmes and faculty development opportunities tailored to
attract them back to Leading SPUs on sabbaticals.
5. Institutional Collaboration & Mobility
• Identify foreign universities for long-term partnerships for joint research projects, faculty
exchange programmes, and student exchange programmes.
6. Institutional Capacity Building
• Include Leading SPUs alongside national institutes in existing funding schemes for
capacity building initiatives.
Medium-Term (2-5 Years)
1. Institutional Collaboration & Mobility
• Establish long-term partnerships of Leading SPUs with identified foreign universities.
• Develop mechanisms for smooth student mobility between Leading SPUs and partner
universities abroad.
Long-Term (5+ Years)
1. Global Recognition & Reputation
• Encourage and handhold Leading SPUs to participate in international university rankings
to improve their global visibility.
• Continue international collaborations and faculty development programmes to establish
a strong reputation for research and education excellence. 10Expanding Higher Quality Education through States and State Public Universities: Policy Brief
II. FUNDING AND FINANCING
A. Government Funding
Short-Term (0-2 Years)
1. Larger and Timely Funding
• Increase Central and State government’s allocation towards education, aiming to reach
the NEP-recommended 6% of GDP.
• Analyse funding gaps of existing SPUs and allocate increased grants to address immediate
needs and operational expenses.
• Ensure timely release of allocated funds and disbursal of student and researcher
fellowships and scholarships for smooth financial functioning.
• Prioritize allocating resources to strengthen existing SPUs.
2. Dedicated Infrastructure Finance Agency
• Establish a dedicated infrastructure finance agency specifically for SPUs. This agency
should focus on providing loans and grants for infrastructure development, state-of-the-
art research facilities and student, scholar, and faculty accommodation.
3. Funding and Financing Models
• Conduct a comprehensive review of existing funding and financing models for SPUs.
• Develop a new funding model based on a combination of factors like student enrolment,
faculty strength, and research output.
4. Evaluation of RUSA (PM-USHA) Guidelines
• Conduct audits and evaluations of existing RUSA (PM-USHA) projects in SPUs. Identify
areas where RUSA funds were effectively utilized and where improvements are needed.
• Based on the evaluation results, recommend adjustments to PM-USHA guidelines and
resource allocation strategies.
Medium-Term (2-5 Years)
1. Resources to Newly Established SPUs
• Provide dedicated funding for newly established SPUs during their initial years of
operation.
B. Diversification of Revenue Sources
Short-Term (0-2 Years)
1. Self-Financed Programmes
• Conduct market research to identify areas of high demand for specialized courses.
• Develop and launch self-financed programmes in these areas, catering to industry
needs and professional skill development. Ensure high-quality standards for self-financed
programmes to maintain student enrolment and reputation. 11Expanding Higher Quality Education through States and State Public Universities: Policy Brief
2. Consultancy Services
• Establish dedicated consultancy units within Leading SPUs to connect faculty expertise
with industry and government needs.
• Develop a database of faculty expertise and research capabilities across various
disciplines.
• Proactively market consultancy services to potential clients through industry outreach
programmes.
3. Alumni Engagement
• Conduct outreach programmes to reconnect with alumni and build a strong alumni
network.
• Establish online alumni portals for communication, career mentoring, and fundraising
opportunities.
• Explore creating alumni chapters and associations in every major country/region to
foster connection and encourage financial contributions.
4. Corporate Social Responsibility (CSR) Funds
• Partner with industry bodies and encourage mobilization of CSR funds towards R&D
infrastructure in SPUs.
• Develop clear proposals outlining research/infrastructure project’s objectives, potential
impact, and how it aligns with the CSR priorities of the target companies.
• Establish dedicated teams within SPUs to manage and report on CSR-funded projects.
5. Public-Private Partnerships (PPP)
• Explore innovative PPP models for infrastructure development, research collaboration,
and skill development programmes.
• Develop clear legal frameworks and transparent partnership structures to ensure
accountability and mutual benefit.
Medium-Term (2-5 Years)
1. Sustainable Self-Financed Programmes
• Analyse the performance and profitability of self-financed programmes.
• Continuously update curriculum and course offerings to maintain relevance and attract
students for UG, PG and mid-career programmes.
• Explore offering online or blended learning formats for self-financed programmes to
reach a wider audience. 12Expanding Higher Quality Education through States and State Public Universities: Policy Brief
C. Fee Autonomy (Pilot Mode Test)
Important Caveats:
• The decision to grant fee autonomy is complex and requires careful consideration of its potential
impact on various stakeholders.
• Concerns regarding affordability and potential exclusion of underprivileged students from higher
education must be addressed.
• Alternative funding mechanisms, such as scholarships and financial aid programmes, should be
strengthened alongside any fee autonomy initiatives.
Short-Term (0-2 Years)
1. Pilot Programme for Fee Flexibility
• Identify a group of Leading SPUs with strong financial management practices to pilot a
programme with limited fee autonomy.
• Establish clear guidelines for fee adjustments within the pilot programme, considering
factors like inflation, programme costs, and student affordability.
• Monitor the pilot programme closely to assess its impact on university finances, student
enrolment, and educational quality.
• Implement a reasonable fee structure with merit-cum-means scholarships.
Medium-Term (2-5 Years)
1. Evaluate Pilot Programme and Expand Fee Autonomy
• Analyse the results of the pilot programme on fee autonomy, considering both financial
and educational outcomes.
• Based on the evaluation, determine the effectiveness of fee flexibility in addressing
financial challenges and maintaining quality education.
• Refine the fee autonomy framework based on the pilot’s learnings, considering potential
adjustments to eligibility criteria, fee adjustment limits, or transparency measures. If the
pilot programme proves successful, consider expanding fee autonomy to a wider range
of SPUs with robust financial management and transparency systems.
D. Taxation and Utility Payments
Short-Term (0-2 Years)
1. Tax Exemption
• Implement policy changes at the State and Central Government levels to grant tax
exemptions on revenue from CSR grants and educational and research activities.
2. Review of Utility Rates
• Conduct a comprehensive analysis of current utility bills for SPUs, and identify areas
where commercial rates are applied to essential utilities like water and electricity.
• Negotiate with utility providers for special discounted rates or establish separate
categories for educational institutions, especially SPUs. 13Expanding Higher Quality Education through States and State Public Universities: Policy Brief
III. GOVERNANCE
A. Improving Governance and Autonomy of State Public Universities
Short-Term (0-2 Years)
1. Regulatory-Facilitator Model
• Enable a shift towards a ‘regulatory-facilitator’ model for SPUs and enable policy changes
at the State Government level to grant SPUs greater autonomy in areas like curriculum
development, faculty recruitment, and financial management.
• Establish clear guidelines and performance indicators to ensure universities exercise
autonomy responsibly and transparently.
2. Ease of Governance Structures
• Establish effective Management and Academic Councils with clearly defined roles and
responsibilities.
• Develop and implement integrated management systems to promote transparency and
accountability in financial and administrative processes.
• Model Act in every state for all SPUs to offer ease of governance may be drafted and
released.
3. State Councils for Higher Education (SCHEs)
• Empower SCHEs to have greater control over sanctioning posts and allocating funds to
SPUs. Facilitate SCHE to take forward the initiatives of UGC in the state.
4. Inter-Departmental Collaboration
• Establish mechanisms for regular communication and collaboration between Technical
and Higher Education Departments of the State Government.
5. State-Level Higher Education Vision
• Each state to develop a unique Higher Education Vision and Policy framework through
SCHE by consultative process with stakeholders (universities, industry, policymakers).
This framework should consider the specific needs and priorities of SPUs within the
states. NITI Aayog and the State Institutions for Transformation (SITs) established on the
lines of NITI Aayog may be knowledge collaborators in this process.
6. Representation of Diverse Stakeholders
• Increase representation of top quality academicians and alumni in decision-making
bodies of university administration in SPUs.
• Ensure inclusion of academicians from Humanities disciplines besides STEM areas in
decision-making processes.
7. Accreditation
• Restructure accreditation fees to make the accreditation process more affordable for
Aspirational SPUs and their affiliated colleges.
• Provide mentoring/handholding support to new and Aspirational SPUs. 14Expanding Higher Quality Education through States and State Public Universities: Policy Brief
8. De-affiliation Processes and Autonomy
• Enable regulatory bodies to streamline the affiliation process, reduce delays in course
approvals, and establish clear de-affiliation procedures for SPUs and their affiliated
colleges.
• Create a roadmap for de-affiliation of high potential affiliated colleges while ensuring
adequate and one-time compensation to SPUs for loss of affiliation fees.
• Grant autonomy to SPUs to update and modify syllabi to address local needs, avoiding
contradictions with ranking /grading organisations like NAAC/NIRF.
• Grant flexibility to SPUs with respect to admissions, seat transfer, and course approval
processes.
Medium-Term (2-5 Years)
1. Inter-Departmental Collaboration
• Develop joint initiatives to optimize resource allocation, streamline approvals for new
courses and programmes, and ensure alignment between Technical and Higher Education
Department of State Governments.
2. State-Level Higher Education Vision
• Develop micro-level policy frameworks for individual SPUs based on the overall state-
level vision.
3. Credit Transfer System
• Streamline credit transfer procedures between SPUs through Academic Bank of Credits,
ensuring clarity and consistency in credit evaluation.
4. Streamline Regulatory Processes
• Implement roadmap for de-affiliating high potential affiliating colleges and creating
autonomous degree granting institutions or cluster universities.
5. Localize Accreditation
• Implement localized accreditation and assessment frameworks for SPUs and their
affiliated colleges considering local needs, industry requirements, and national priorities
while maintaining global relevance.
B. Recruitment and Capacity Building of Faculty and Administrators
Faculty
Short-Term (0-2 Years)
1. Streamline Recruitment
• Review and simplify faculty recruitment processes and expedite approval timelines.
• Develop online application portals and e-verification systems to streamline application
processing.
• Establish dedicated recruitment committees with clear timelines and a merit-based
selection process. 15Expanding Higher Quality Education through States and State Public Universities: Policy Brief
• Finalize recruitment rules to address staff shortages and streamline the hiring process
in SPUs.
2. Centralized Recruitment
• Create a centralized recruitment model for faculty positions across SPUs in the state,
ensuring merit-based selection and fair opportunities for candidates.
3. Capacity Building
• Develop and offer capacity-building programmes for faculty members focusing on
teaching methodologies, curriculum development, and effective use of technology;
partner with educational technology companies or online learning platforms to provide
training on utilizing digital tools for online teaching.
4. Alignment of Evaluation & Expectations
• Review faculty evaluation criteria to ensure alignment with university goals and
expectations.
• Clearly communicate performance expectations to faculty members and provide them
with opportunities for professional development to meet those expectations.
5. Faculty Workload Management
• Analyse and adjust faculty workloads to ensure sufficient time for research and scholarly
activities in addition to teaching responsibilities.
• Develop workload management policies that prioritize a healthy work-life balance for
faculty members.
6. Faculty Resource Optimization
• Conduct a comprehensive assessment of faculty expertise and current utilization.
• Identify underutilized faculty and potential areas for redeployment; restructuring of
departments or programmes, if needed, to create suitable roles for redeployed faculty.
Medium-Term (2-5 Years)
1. Streamlined Recruitment
• Prioritize the recruitment of full-time faculty members in SPUs to ensure stability and
continuity within the academic workforce.
2. Centralized Recruitment
• Implement a centralized recruitment model for faculty positions across SPUs.
3. Faculty Resource Optimization
• Optimize faculty resources by establishing Equivalence Committees to assess faculty
members’ transferability across related disciplines (e.g., production engineering to
mechanical engineering); and after restructuring and training, redeployment of the
faculty members. (This initiative improves resource utilization, faculty engagement, and
the overall education quality.) 16Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Administrators
Short-Term (0-2 Years)
1. Leadership and Governance
• Make statutory provisions for creating Dean positions (Academic, College Development
Council, Research).
• Promote Appointments of Registrars, Finance Officers, and Examination Controllers
from Teaching fraternity.
2. Capacity Building Initiatives for Vice-Chancellors and Administrators
• Conduct leadership development programmes for Vice-Chancellors and administrators
focusing on strategic planning, resource management, and fostering a positive academic
environment.
• Launch training programmes for administrators on topics like communication skills,
financial management, student support services, alumni outreach, industry collaboration,
and application of Artificial Intelligence (AI) in university processes.
Medium-Term (2-5 Years)
1. Leadership and Governance:
• Revise the composition of Governing Councils to include a majority of top quality
academicians, researchers, alumni, and administrators, with minimal or no political
appointees.
• Fill the statutorily created Dean positions.
17Expanding Higher Quality Education through States and State Public Universities: Policy Brief
IV. EMPLOYABILITY
A. Skilling and Employability Enhancement for Students across Streams
Short-Term (0-2 Years)
1. Curriculum Integration for Internship & Apprenticeship Programmes
• Review and revise SPU curricula to integrate employability-focused modules.
• Develop learning outcomes that emphasize practical skills, problem-solving abilities, and
communication skills. Internships or apprenticeships to be made mandatory as part of
the curriculum, ensuring proper credit and guidance.
• Establish dedicated “Internship Banks” within SPUs to connect students with internship
opportunities. Leverage internship opportunities promoted by UGC/AICTE platforms.
Partner with local industries, businesses, government agencies, and NGOs to create
internship placements.
• Explore collaboration with NSDC Sector Skill Councils to develop apprenticeship
programmes that bridge the gap between education and industry needs.
2. Entrepreneurship & Innovation
• Implement schemes or programmes to provide financial and mentoring support to
student entrepreneurs.
• Organize business plan competitions and innovation workshops within SPUs.
• Attract alumni entrepreneurs to handhold high potential student and faculty
entrepreneurs.
• Encourage industry mentorship for student and faculty-led entrepreneurship ideas with
high potential for commercialisation.
3. Language Training Programmes
• Invest in developing and launching language proficiency programmes for students.
• Establish language labs in SPUs equipped with necessary resources and technology.
• Integrate language training modules within existing curricula or offer them as elective
courses.
4. Physical Fitness, Student Wellness and Emotional Intelligence
• Introduce mandatory physical education and wellness courses as part of the
undergraduate curriculum, focusing on fitness, mental well-being, and ethical grounding
to enhance Emotional Intelligence.
• Establish dedicated wellness centres in all SPUs equipped with gym facilities, yoga spaces,
and mental health support services.
• Conduct annual health and fitness assessments for students and faculty, tracking key
health indicators such as BMI, endurance, and mental wellness.
• Promote the importance of physical activity through fitness challenges, and interuniversity
sports competitions. 18Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Medium-Term (2-5 Years)
1. Entrepreneurship & Innovation
• Establish incubation centers or co-working spaces to support student-led startups.
2. Physical Education, Sports and Wellness
• Develop and implement a one-year diploma in physical fitness for individuals aspiring to
become gym trainers, ensuring a standardized approach to fitness education.
• Establish collaborations between SPUs and sports organisations to provide hands-on
training, internships, and mentorship opportunities in fitness and wellness.
• Ensure that every SPU has trained professionals such as fitness and nutrition advisors,
physiotherapists, and mental health counselors available for students.
3. Lifelong Learning Centres
• Allocate resources for establishing Lifelong Learning Centres within SPUs.
Long-Term (5+ Years)
1. Physical Education and Wellness - Credits and Accreditation
• Institutionalize physical education as a fundamental component of holistic student
development, making participation in structured fitness programmes a credit requirement.
• Establish national accreditation for physical education programmes and fitness trainers
to ensure quality standards in fitness education.
B. Academia-Industry Collaboration
Short-Term (0-2 Years)
1. Industry Relations Cell (IRC)
• Establish an IRC within each SPU to act as a central liaison point with industry partners.
Staff the IRC with dedicated personnel responsible for identifying industry needs,
facilitating collaborations, and managing communication channels.
• Develop a database of potential industry partners, focusing on local companies and
industry associations within the state.
2. MoUs and Collaborative Projects
• Utilize existing industry association platforms like CII, FICCI, ASSOCHAM, NASSCOM
to connect with industry partners for collaborative opportunities.
• Develop and sign MoUs with industry partners outlining areas for collaboration, such as
joint research and consultancy projects or internship programmes.
3. Professor of Practice Initiatives
• Encourage appointment of Professors of Practice in all relevant programmes.
4. Skill Certifications and Industry Training
• Collaborate with industry partners to identify relevant industry certifications and
training programmes valuable for students’ future careers. 19Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Medium-Term (2-5 Years)
1. Professional Certifications and Soft Skills Training
• Encourage corporate partners and industry bodies to provide professional certifications
to students, enhancing their marketability and employability.
• Collaborate with industry stakeholders to provide soft skills training to improve
employability.
2. Curriculum Review and Relevance
• Establish mechanisms for regular curriculum reviews and updates, incorporating feedback
from industry partners and alumni.
• Develop and implement processes for incorporating emerging industry trends and
technological advancements into the curriculum to ensure its continued relevance. 20Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Way Forward
The nearly 80 policy recommendations highlighted in the main report span 12 sub-themes across
the 4 domains of quality, funding and financing, governance, and employability, and include over 125
performance success indicators. This policy brief provides a snapshot of the policy recommendations,
which are based on extensive consultations with government officers across 20 States and UTs,
and vice-chancellors and senior academicians from nearly 50 SPUs.
SPUs are the backbone of India’s vast and wide-reaching higher education system. It is hoped that
the report will not only serve as a valuable resource for all concerned stakeholders but also inspire
a collective effort of transforming SPUs into hubs of top quality talent, research and innovation. NOTES NOTES Designed by: 25Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Quality Higher Education
through States and
State Public Universities
Policy Brief
FEBRUARY 2025 Research and Analysis Team
Dr. Shashank Shah Senior Specialist, Higher Education, NITI Aayog
Oshin Dharap Consultant, Higher Education, NITI Aayog
Dr. Surender Singh Consultant, Association of Indian Universities (AIU)
Upragya KashyapYoung Professional, Higher Education, NITI Aayog
Suggested Citation
NITI Aayog. (2025). Expanding Quality of Higher Education through States and State Public Universities.
February, 2025.
Copyright and Disclaimer
Copyright@ NITI Aayog, 2025
Every care has been taken to provide correct and up to date information with references. However, NITI
Aayog shall not be liable for any loss or damage whatsoever, including incidental or consequential loss or
damage, arising out of, or in connection with any use of or reliance on the information in this document.
Readers of this document should be aware that the document may be subject to revisions.
About the Photographs
Photographs of architecturally diverse State Public Universities have been displayed on the following page. 1Expanding Higher Quality Education through States and State Public Universities: Policy Brief
INTRODUCTION
Quality and holistic education serves as the bedrock for the socio-economic development and
growth of every nation. For India to unlock its full potential and become the global hub of talent and
innovation, our higher education and research ecosystem must adapt to the demands of an evolving
world and be brought centrestage in the development dialogue of the nation. The National Education
Policy (NEP) 2020 offers a blueprint for transforming Indian higher education to become the key
driver of progress and prosperity and achieve the vision of a Viskit Bharat by 2047. 2Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Central Universities and Institutes of National Importance are the flagship institutions of higher
education in India that excel in frontier areas of knowledge on national and international platforms.
However, it is important to note that it is the 495 State Public Universities and their over 46,000
affiliated institutions that account for 81% of the total student enrolment and hence play a vital
role in ensuring access to higher education across the length and breadth of India. Technically,
Universities established or incorporated by a Provincial Act or by a State Act, and funded by
the State Government are called State Public Universities (SPUs). Hence, they come under the
predominant responsibility of State Governments. However, given their phenomenal reach and
hence their vital role in grooming talent across the country, their transformation is a collective
national responsibility.
Over the last 75 years, the nationwide growth and expansion of SPUs has been primarily driven
to increase access to affordable higher education, particularly in remote and underserved regions.
This has been essential in meeting the rising demand for higher education and addressing regional
imbalances in educational access. Hence, SPUs serve as regional hubs for higher education, reaching
nearly 3.25 crore students. While this expansion has undoubtedly improved access to higher
education, it also presents challenges in striking a balance between access and quality.
Going forward, the role of SPUs will increase even further. By 2035, the NEP 2020 target is
to double enrolment in our higher education institutions from 4.33 crores to nearly 9 crore
students. Nearly 7 crore of these students will continue to study in SPUs. Hence, it is of utmost
importance that SPUs transition from focusing only on access to higher education to delivering
world-class higher education to achieve the primacies of the NEP 2020 and create the high quality
human resource required to power the vision of becoming a Viksit Bharat by 2047. To facilitate this
transition, there is an urgent need to power certain policy, regulatory and fiscal levers that directly
or indirectly affect SPUs.
The purpose of the report on ‘Expanding Quality Higher Education through States and State
Public Universities’ is to provide an overview of the higher education sector in India, highlight the
challenges faced by SPUs, and recommend pragmatic interventions along with an implementation
roadmap to address them. Extensive stakeholder consultations with Central and State Government
officers, vice chancellors and senior academicians of leading SPUs, and heads of State Higher
Education Councils have been undertaken to understand these challenges and explore policy
solutions and strategic interventions that can address them. The recommendations assimilated
from the consultation process are aimed at improving the quality of research, pedagogy and
curriculum, augmenting institutional and systemic funding and financing capacity, upgrading and
empowering institutional governance structures, and strengthening industry-academia interface to
boost employability. This policy brief captures the recommendations that could be implemented
by Central and State Governments, SPUs and various other stakeholders in the aforementioned
areas in the short, medium and long-term time horizons
1
.
1
Throughout the policy brief, SPUs have been frequently referred to as Leading SPUs and Aspirational SPUs.
Leading SPUs are those which feature in the top 50 ranked SPUs in the NIRF Rankings 2024. Aspirational
SPUs are those which do not feature in the top 50 ranked SPUs in NIRF Rankings 2024. Also, all recom-
mendations with respect to SPUs may be appropriately applied to the affiliated colleges. 3Expanding Higher Quality Education through States and State Public Universities: Policy Brief
RECOMMENDATiONS:
SHORT-TERM, MEDIUM-TERM,
AND LONG-TERM 4Expanding Higher Quality Education through States and State Public Universities: Policy Brief
1. QUALITY
A. Improving Quality of Research
Short-Term (0-2 Years)
1. Policy & Framework Development
• Develop a draft National Research Policy framework in alignment with the Anusandhan
National Research Foundation (ANRF) outlining funding, collaboration, and performance
metrics.
• Identify and establish Research Hubs in cluster of SPUs, based on core competencies of
identified universities.
• Setup/establish an industry/government/community outreach/engagement centre in
every SPU.
• Establish Research Support Offices in SPUs.
• Training and capacity building programmes to be conducted for faculty members to
effectively utilise the services of Research Support Offices.
• SPUs to chart out an action plan in the Institutional Development Plan to offer and
implement performance-based incentives to the faculty for research.
• Create curated list of high-quality journals in STEM and non-STEM areas. (UGC CARE
list to be regularly updated).
• Develop and offer scholarships and fellowships for students and teachers from SPUs
with research potential.
• Consolidated information on available scholarships/fellowships from Central
Government (available on NSP Portal), State Governments, international institutions,
other councils and agencies, and those given by individual universities to be provided on
a single platform.
• Implement student-faculty research pairing programmes in SPUs.
• Establish researcher mentorship programmes in SPUs.
• Establish Patent Cells in all SPUs to create awareness and for handholding.
• Implement ‘single-window’ clearances for research and testing facilities for SPUs.
• Designate Leading SPUs with an established track record in research and policy/project
evaluation as Research and Knowledge Partners for projects of the Central and State
Governments.
2. Resource Allocation
• Allocate earmarked grants for R&D activities in STEM and non-STEM areas in SPUs
and higher education development in the state budgets and through the Anusandhan
National Research Foundation (ANRF).
• Enhance funding for post-doctoral fellowships, especially for women in SPUs. 5Expanding Higher Quality Education through States and State Public Universities: Policy Brief
• Increase INFLIBNET and ONOS support for free access to research resources in all
SPUs.
• Grant exemptions for taxes on R&D equipment for SPUs.
3. Infrastructure & Capacity Building
• Implement flexible administrative policies to prioritize research and reduce the
administrative workload of teachers.
• Allocate resources to SPUs for upgrading research facilities.
• Provide dedicated funding to hire technical support staff for research laboratories in
Leading SPUs for efficient utilisation and maintenance of research infrastructure.
• Grant allocation for the maintenance of research equipment.
• Provide handholding to Aspirational SPUs to apply and benefit from ANRF and other
research grants.
Medium-Term (2-5 Years)
1. Policy Implementation & Monitoring
• Finalize and implement the National Research Policy.
• Establish mechanisms to monitor and evaluate the policy’s impact.
2. Collaboration & Partnerships
• Facilitate collaborative research partnerships with other universities, research institutions,
industries, and government bodies through organisations like AIU, CII and FICCI.
• Promote SPU consortia and networking by creating a platform to share best practices,
solutions to problems, innovations, resource mobilization mechanisms and sharing of
resources.
3. Sustainability & Growth
• Establish R&D Advisory Committees for clusters of SPUs.
• Setup incubators to provide comprehensive support for research commercialization
and start-ups in all Leading SPUs.
• Strengthen support for humanities research through infrastructure and collaborations
of SPUs with research organisations.
Long-Term (5+ Years)
1. Research Culture & Excellence
• Create Centres of Excellence in cluster of SPUs to address local challenges.
• Enhance research funding for fundamental research and attract diverse students from
India and abroad.
B. Improving Quality of Pedagogy and Curriculum
Short-Term (0-2 Years)
1. Teaching Quality Measurement
• Develop a framework with clear parameters to evaluate teaching effectiveness. This may 6Expanding Higher Quality Education through States and State Public Universities: Policy Brief
include student feedback, peer evaluations, classroom observations, and course completion
rates.
• Implement the framework to measure the quality of teaching on a semester basis in SPUs.
• Utilize evaluation results to provide constructive feedback to faculty for continuous
improvement. Consider using the evaluation system for performance-based incentives or
recognition programmes for outstanding teachers.
2. Curriculum Review & Alignment
• Establish curriculum review committees within each SPU to review and update existing
curricula across various disciplines on a regular basis.
• Partner with industry experts to identify current job market needs and emerging skills
requirements.
• Update curricula to reflect industry standards and integrate emerging fields of study.
3. Multidisciplinary Education and Academic Flexibility
• Offer electives and minor programmes that complement students’ major fields of study.
• Align with Academic Bank of Credits and multiple entry-multiple exit system.
4. Student Support Services
• Enhance support services for students facing academic challenges, such as tutoring,
counselling, and academic advisory services to guide students in course selection and
academic planning to ensure their success and retention.
• Develop and implement mental health and wellness programmes for students and
research scholars.
5. Holistic Education
• Integrate thematic focus areas of Holistic Education (including Environment, Human
Values and Global Citizenship Education) from the UGC National Higher Education
Qualifications Framework (NHEQF) into the curricula and co-curricular activities of
SPUs.
• Establish partnerships between SPUs and community organisations to promote
community engagement and service.
• Integrate sustainability concepts and themes across core and elective courses.
• Develop specialized courses or programmes in sustainability-related fields.
• Partner with NGOs or organisations working on SDGs to offer internship opportunities
for students.
• Organize workshops and seminars to raise awareness about the SDGs among students
and faculty of SPUs.
Medium-Term (2-5 Years)
1. Teaching Quality Measurement
• Analyse the results of the semester-based teaching quality evaluations across all SPUs
and refine the framework, if necessary. 7Expanding Higher Quality Education through States and State Public Universities: Policy Brief
2. Curriculum Innovation & Flexibility
• Introduce new courses related to identified emerging and sunrise sectors.
3. Holistic Education
• Introduce interdisciplinary courses focused on environmental sustainability, universal
human values, and multicultural competence.
• Establish dedicated units or cells within all SPUs to facilitate and monitor the
implementation of holistic education initiatives.
• Develop SPU-level strategies to integrate UNSDGs with the teaching-learning and
research ecoystems.
Long-Term (5+ Years)
1. Continuous Improvement & Innovation
• Regularly review and refine the teaching quality measurement system based on new
developments in higher education.
• Encourage faculty participation in research and professional development opportunities
to stay updated in their fields.
• Foster a culture of innovation in curriculum design by encouraging faculty to develop
new courses and teaching methods.
2. Multidisciplinary Education and Research Universities (MERUs)
• Create a worldclass framework for establishment of MERUs.
• Handhold and finance Leading SPUs to transition to MERUs.
3. Holistic Education
• Institutionalize holistic education as a core philosophy of all SPUs through policy
frameworks.
• Ensure all HEIs adopt measurable indicators of holistic education to monitor planetary,
societal, local community, and individual contributions.
• Facilitate global collaborations to share innovations and best practices in holistic
education.
C. Digitalization of Higher Education
Short-Term (0-2 Years)
1. Infrastructure Assessment & Upgradation
• Conduct a thorough assessment of existing IT infrastructure in SPUs and identify
universities with the most significant infrastructure gaps for initial upgrades.
• Invest in high-speed internet connectivity across campuses to support digital learning
initiatives.
• Upgrade classrooms and labs with technology conducive to online and blended learning.
This may include interactive whiteboards, projectors, and video conferencing equipment.
• Establish dedicated digital learning centres or computer labs equipped with necessary
software and hardware. 8Expanding Higher Quality Education through States and State Public Universities: Policy Brief
• Integrate credits and curricula to utilise existing online and digital platforms of the
Ministry of Education, Government of India.
• Adopt digital platforms for student lifecycle management which includes admissions,
registration, fee payment, academic records, examinations, pedagogy and courses. AI may
be effectively integrated in the processes.
Medium-Term (2-5 Years)
1. Digital Infrastructure & Capability Building
• Continue upgrading of IT infrastructure across all SPUs based on the initial assessment.
• Provide technical support staff for maintaining and troubleshooting technology issues
within SPUs.
• Bridge the digital divide by providing affordable access to laptops, tablets, or other
necessary devices for students from underprivileged backgrounds.
• Train faculty, staff, and students on using new platforms.
Long-Term (5+ Years)
1. Collaboration and Capacity Building
• Foster collaboration between SPUs, technology companies, and educational technology
experts to develop innovative digital learning solutions.
• Offer training and support programmes to enhance digital literacy among students and
faculty.
D. Internationalization of Higher Education
Short-Term (0-2 Years)
1. Infrastructure Improvement and International Student Recruitment
• Identify and prioritize Leading SPUs with existing infrastructure suitable for international
students.
• Allocate resources for necessary upgrades to classrooms, laboratories, and student
accommodation facilities.
• Enhance campus Wi-Fi connectivity and provide access to international academic
databases.
• Develop an international marketing strategy to promote Leading SPUs abroad.
• Enable Leading SPUs to participate in international education fairs and conferences.
• Establish dedicated International Student Support Offices to guide overseas students
through the application process and address their needs on campus.
• Offer scholarship programmes for deserving international students pursuing courses in Leading
SPUs.
2. Faculty Development & Internationalization
• Develop training programmes on internationalization for faculty members of Leading SPUs
to provide them international exposure and to enhance their teaching methodologies 9Expanding Higher Quality Education through States and State Public Universities: Policy Brief
and research capabilities, covering topics like cross-cultural communication, global
perspectives in teaching, and international student support.
• Organize webinars and workshops for the staff of International Students Support Offices
on various aspects related to internationalization and collaborations.
• Implement faculty exchange programmes for Leading SPUs with select foreign universities
for short-term visits.
• Identify and support faculty participation for research presentations in international
conferences and research collaborations.
3. Curriculum Review & Standardization
• Conduct a review of existing model curricula to identify areas needing adjustments to
align with international standards.
• Partner with international language organizations to offer English and other foreign
language proficiency programmes for students.
• Encourage foreign language learning by offering additional language courses and exchange
programmes.
4. Talent Attraction from Abroad
• Conduct outreach programmes to identify Indian scientists, professors, and researchers
working abroad.
• Develop fellowship programmes and faculty development opportunities tailored to
attract them back to Leading SPUs on sabbaticals.
5. Institutional Collaboration & Mobility
• Identify foreign universities for long-term partnerships for joint research projects, faculty
exchange programmes, and student exchange programmes.
6. Institutional Capacity Building
• Include Leading SPUs alongside national institutes in existing funding schemes for
capacity building initiatives.
Medium-Term (2-5 Years)
1. Institutional Collaboration & Mobility
• Establish long-term partnerships of Leading SPUs with identified foreign universities.
• Develop mechanisms for smooth student mobility between Leading SPUs and partner
universities abroad.
Long-Term (5+ Years)
1. Global Recognition & Reputation
• Encourage and handhold Leading SPUs to participate in international university rankings
to improve their global visibility.
• Continue international collaborations and faculty development programmes to establish
a strong reputation for research and education excellence. 10Expanding Higher Quality Education through States and State Public Universities: Policy Brief
II. FUNDING AND FINANCING
A. Government Funding
Short-Term (0-2 Years)
1. Larger and Timely Funding
• Increase Central and State government’s allocation towards education, aiming to reach
the NEP-recommended 6% of GDP.
• Analyse funding gaps of existing SPUs and allocate increased grants to address immediate
needs and operational expenses.
• Ensure timely release of allocated funds and disbursal of student and researcher
fellowships and scholarships for smooth financial functioning.
• Prioritize allocating resources to strengthen existing SPUs.
2. Dedicated Infrastructure Finance Agency
• Establish a dedicated infrastructure finance agency specifically for SPUs. This agency
should focus on providing loans and grants for infrastructure development, state-of-the-
art research facilities and student, scholar, and faculty accommodation.
3. Funding and Financing Models
• Conduct a comprehensive review of existing funding and financing models for SPUs.
• Develop a new funding model based on a combination of factors like student enrolment,
faculty strength, and research output.
4. Evaluation of RUSA (PM-USHA) Guidelines
• Conduct audits and evaluations of existing RUSA (PM-USHA) projects in SPUs. Identify
areas where RUSA funds were effectively utilized and where improvements are needed.
• Based on the evaluation results, recommend adjustments to PM-USHA guidelines and
resource allocation strategies.
Medium-Term (2-5 Years)
1. Resources to Newly Established SPUs
• Provide dedicated funding for newly established SPUs during their initial years of
operation.
B. Diversification of Revenue Sources
Short-Term (0-2 Years)
1. Self-Financed Programmes
• Conduct market research to identify areas of high demand for specialized courses.
• Develop and launch self-financed programmes in these areas, catering to industry
needs and professional skill development. Ensure high-quality standards for self-financed
programmes to maintain student enrolment and reputation. 11Expanding Higher Quality Education through States and State Public Universities: Policy Brief
2. Consultancy Services
• Establish dedicated consultancy units within Leading SPUs to connect faculty expertise
with industry and government needs.
• Develop a database of faculty expertise and research capabilities across various
disciplines.
• Proactively market consultancy services to potential clients through industry outreach
programmes.
3. Alumni Engagement
• Conduct outreach programmes to reconnect with alumni and build a strong alumni
network.
• Establish online alumni portals for communication, career mentoring, and fundraising
opportunities.
• Explore creating alumni chapters and associations in every major country/region to
foster connection and encourage financial contributions.
4. Corporate Social Responsibility (CSR) Funds
• Partner with industry bodies and encourage mobilization of CSR funds towards R&D
infrastructure in SPUs.
• Develop clear proposals outlining research/infrastructure project’s objectives, potential
impact, and how it aligns with the CSR priorities of the target companies.
• Establish dedicated teams within SPUs to manage and report on CSR-funded projects.
5. Public-Private Partnerships (PPP)
• Explore innovative PPP models for infrastructure development, research collaboration,
and skill development programmes.
• Develop clear legal frameworks and transparent partnership structures to ensure
accountability and mutual benefit.
Medium-Term (2-5 Years)
1. Sustainable Self-Financed Programmes
• Analyse the performance and profitability of self-financed programmes.
• Continuously update curriculum and course offerings to maintain relevance and attract
students for UG, PG and mid-career programmes.
• Explore offering online or blended learning formats for self-financed programmes to
reach a wider audience. 12Expanding Higher Quality Education through States and State Public Universities: Policy Brief
C. Fee Autonomy (Pilot Mode Test)
Important Caveats:
• The decision to grant fee autonomy is complex and requires careful consideration of its potential
impact on various stakeholders.
• Concerns regarding affordability and potential exclusion of underprivileged students from higher
education must be addressed.
• Alternative funding mechanisms, such as scholarships and financial aid programmes, should be
strengthened alongside any fee autonomy initiatives.
Short-Term (0-2 Years)
1. Pilot Programme for Fee Flexibility
• Identify a group of Leading SPUs with strong financial management practices to pilot a
programme with limited fee autonomy.
• Establish clear guidelines for fee adjustments within the pilot programme, considering
factors like inflation, programme costs, and student affordability.
• Monitor the pilot programme closely to assess its impact on university finances, student
enrolment, and educational quality.
• Implement a reasonable fee structure with merit-cum-means scholarships.
Medium-Term (2-5 Years)
1. Evaluate Pilot Programme and Expand Fee Autonomy
• Analyse the results of the pilot programme on fee autonomy, considering both financial
and educational outcomes.
• Based on the evaluation, determine the effectiveness of fee flexibility in addressing
financial challenges and maintaining quality education.
• Refine the fee autonomy framework based on the pilot’s learnings, considering potential
adjustments to eligibility criteria, fee adjustment limits, or transparency measures. If the
pilot programme proves successful, consider expanding fee autonomy to a wider range
of SPUs with robust financial management and transparency systems.
D. Taxation and Utility Payments
Short-Term (0-2 Years)
1. Tax Exemption
• Implement policy changes at the State and Central Government levels to grant tax
exemptions on revenue from CSR grants and educational and research activities.
2. Review of Utility Rates
• Conduct a comprehensive analysis of current utility bills for SPUs, and identify areas
where commercial rates are applied to essential utilities like water and electricity.
• Negotiate with utility providers for special discounted rates or establish separate
categories for educational institutions, especially SPUs. 13Expanding Higher Quality Education through States and State Public Universities: Policy Brief
III. GOVERNANCE
A. Improving Governance and Autonomy of State Public Universities
Short-Term (0-2 Years)
1. Regulatory-Facilitator Model
• Enable a shift towards a ‘regulatory-facilitator’ model for SPUs and enable policy changes
at the State Government level to grant SPUs greater autonomy in areas like curriculum
development, faculty recruitment, and financial management.
• Establish clear guidelines and performance indicators to ensure universities exercise
autonomy responsibly and transparently.
2. Ease of Governance Structures
• Establish effective Management and Academic Councils with clearly defined roles and
responsibilities.
• Develop and implement integrated management systems to promote transparency and
accountability in financial and administrative processes.
• Model Act in every state for all SPUs to offer ease of governance may be drafted and
released.
3. State Councils for Higher Education (SCHEs)
• Empower SCHEs to have greater control over sanctioning posts and allocating funds to
SPUs. Facilitate SCHE to take forward the initiatives of UGC in the state.
4. Inter-Departmental Collaboration
• Establish mechanisms for regular communication and collaboration between Technical
and Higher Education Departments of the State Government.
5. State-Level Higher Education Vision
• Each state to develop a unique Higher Education Vision and Policy framework through
SCHE by consultative process with stakeholders (universities, industry, policymakers).
This framework should consider the specific needs and priorities of SPUs within the
states. NITI Aayog and the State Institutions for Transformation (SITs) established on the
lines of NITI Aayog may be knowledge collaborators in this process.
6. Representation of Diverse Stakeholders
• Increase representation of top quality academicians and alumni in decision-making
bodies of university administration in SPUs.
• Ensure inclusion of academicians from Humanities disciplines besides STEM areas in
decision-making processes.
7. Accreditation
• Restructure accreditation fees to make the accreditation process more affordable for
Aspirational SPUs and their affiliated colleges.
• Provide mentoring/handholding support to new and Aspirational SPUs. 14Expanding Higher Quality Education through States and State Public Universities: Policy Brief
8. De-affiliation Processes and Autonomy
• Enable regulatory bodies to streamline the affiliation process, reduce delays in course
approvals, and establish clear de-affiliation procedures for SPUs and their affiliated
colleges.
• Create a roadmap for de-affiliation of high potential affiliated colleges while ensuring
adequate and one-time compensation to SPUs for loss of affiliation fees.
• Grant autonomy to SPUs to update and modify syllabi to address local needs, avoiding
contradictions with ranking /grading organisations like NAAC/NIRF.
• Grant flexibility to SPUs with respect to admissions, seat transfer, and course approval
processes.
Medium-Term (2-5 Years)
1. Inter-Departmental Collaboration
• Develop joint initiatives to optimize resource allocation, streamline approvals for new
courses and programmes, and ensure alignment between Technical and Higher Education
Department of State Governments.
2. State-Level Higher Education Vision
• Develop micro-level policy frameworks for individual SPUs based on the overall state-
level vision.
3. Credit Transfer System
• Streamline credit transfer procedures between SPUs through Academic Bank of Credits,
ensuring clarity and consistency in credit evaluation.
4. Streamline Regulatory Processes
• Implement roadmap for de-affiliating high potential affiliating colleges and creating
autonomous degree granting institutions or cluster universities.
5. Localize Accreditation
• Implement localized accreditation and assessment frameworks for SPUs and their
affiliated colleges considering local needs, industry requirements, and national priorities
while maintaining global relevance.
B. Recruitment and Capacity Building of Faculty and Administrators
Faculty
Short-Term (0-2 Years)
1. Streamline Recruitment
• Review and simplify faculty recruitment processes and expedite approval timelines.
• Develop online application portals and e-verification systems to streamline application
processing.
• Establish dedicated recruitment committees with clear timelines and a merit-based
selection process. 15Expanding Higher Quality Education through States and State Public Universities: Policy Brief
• Finalize recruitment rules to address staff shortages and streamline the hiring process
in SPUs.
2. Centralized Recruitment
• Create a centralized recruitment model for faculty positions across SPUs in the state,
ensuring merit-based selection and fair opportunities for candidates.
3. Capacity Building
• Develop and offer capacity-building programmes for faculty members focusing on
teaching methodologies, curriculum development, and effective use of technology;
partner with educational technology companies or online learning platforms to provide
training on utilizing digital tools for online teaching.
4. Alignment of Evaluation & Expectations
• Review faculty evaluation criteria to ensure alignment with university goals and
expectations.
• Clearly communicate performance expectations to faculty members and provide them
with opportunities for professional development to meet those expectations.
5. Faculty Workload Management
• Analyse and adjust faculty workloads to ensure sufficient time for research and scholarly
activities in addition to teaching responsibilities.
• Develop workload management policies that prioritize a healthy work-life balance for
faculty members.
6. Faculty Resource Optimization
• Conduct a comprehensive assessment of faculty expertise and current utilization.
• Identify underutilized faculty and potential areas for redeployment; restructuring of
departments or programmes, if needed, to create suitable roles for redeployed faculty.
Medium-Term (2-5 Years)
1. Streamlined Recruitment
• Prioritize the recruitment of full-time faculty members in SPUs to ensure stability and
continuity within the academic workforce.
2. Centralized Recruitment
• Implement a centralized recruitment model for faculty positions across SPUs.
3. Faculty Resource Optimization
• Optimize faculty resources by establishing Equivalence Committees to assess faculty
members’ transferability across related disciplines (e.g., production engineering to
mechanical engineering); and after restructuring and training, redeployment of the
faculty members. (This initiative improves resource utilization, faculty engagement, and
the overall education quality.) 16Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Administrators
Short-Term (0-2 Years)
1. Leadership and Governance
• Make statutory provisions for creating Dean positions (Academic, College Development
Council, Research).
• Promote Appointments of Registrars, Finance Officers, and Examination Controllers
from Teaching fraternity.
2. Capacity Building Initiatives for Vice-Chancellors and Administrators
• Conduct leadership development programmes for Vice-Chancellors and administrators
focusing on strategic planning, resource management, and fostering a positive academic
environment.
• Launch training programmes for administrators on topics like communication skills,
financial management, student support services, alumni outreach, industry collaboration,
and application of Artificial Intelligence (AI) in university processes.
Medium-Term (2-5 Years)
1. Leadership and Governance:
• Revise the composition of Governing Councils to include a majority of top quality
academicians, researchers, alumni, and administrators, with minimal or no political
appointees.
• Fill the statutorily created Dean positions.
17Expanding Higher Quality Education through States and State Public Universities: Policy Brief
IV. EMPLOYABILITY
A. Skilling and Employability Enhancement for Students across Streams
Short-Term (0-2 Years)
1. Curriculum Integration for Internship & Apprenticeship Programmes
• Review and revise SPU curricula to integrate employability-focused modules.
• Develop learning outcomes that emphasize practical skills, problem-solving abilities, and
communication skills. Internships or apprenticeships to be made mandatory as part of
the curriculum, ensuring proper credit and guidance.
• Establish dedicated “Internship Banks” within SPUs to connect students with internship
opportunities. Leverage internship opportunities promoted by UGC/AICTE platforms.
Partner with local industries, businesses, government agencies, and NGOs to create
internship placements.
• Explore collaboration with NSDC Sector Skill Councils to develop apprenticeship
programmes that bridge the gap between education and industry needs.
2. Entrepreneurship & Innovation
• Implement schemes or programmes to provide financial and mentoring support to
student entrepreneurs.
• Organize business plan competitions and innovation workshops within SPUs.
• Attract alumni entrepreneurs to handhold high potential student and faculty
entrepreneurs.
• Encourage industry mentorship for student and faculty-led entrepreneurship ideas with
high potential for commercialisation.
3. Language Training Programmes
• Invest in developing and launching language proficiency programmes for students.
• Establish language labs in SPUs equipped with necessary resources and technology.
• Integrate language training modules within existing curricula or offer them as elective
courses.
4. Physical Fitness, Student Wellness and Emotional Intelligence
• Introduce mandatory physical education and wellness courses as part of the
undergraduate curriculum, focusing on fitness, mental well-being, and ethical grounding
to enhance Emotional Intelligence.
• Establish dedicated wellness centres in all SPUs equipped with gym facilities, yoga spaces,
and mental health support services.
• Conduct annual health and fitness assessments for students and faculty, tracking key
health indicators such as BMI, endurance, and mental wellness.
• Promote the importance of physical activity through fitness challenges, and interuniversity
sports competitions. 18Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Medium-Term (2-5 Years)
1. Entrepreneurship & Innovation
• Establish incubation centers or co-working spaces to support student-led startups.
2. Physical Education, Sports and Wellness
• Develop and implement a one-year diploma in physical fitness for individuals aspiring to
become gym trainers, ensuring a standardized approach to fitness education.
• Establish collaborations between SPUs and sports organisations to provide hands-on
training, internships, and mentorship opportunities in fitness and wellness.
• Ensure that every SPU has trained professionals such as fitness and nutrition advisors,
physiotherapists, and mental health counselors available for students.
3. Lifelong Learning Centres
• Allocate resources for establishing Lifelong Learning Centres within SPUs.
Long-Term (5+ Years)
1. Physical Education and Wellness - Credits and Accreditation
• Institutionalize physical education as a fundamental component of holistic student
development, making participation in structured fitness programmes a credit requirement.
• Establish national accreditation for physical education programmes and fitness trainers
to ensure quality standards in fitness education.
B. Academia-Industry Collaboration
Short-Term (0-2 Years)
1. Industry Relations Cell (IRC)
• Establish an IRC within each SPU to act as a central liaison point with industry partners.
Staff the IRC with dedicated personnel responsible for identifying industry needs,
facilitating collaborations, and managing communication channels.
• Develop a database of potential industry partners, focusing on local companies and
industry associations within the state.
2. MoUs and Collaborative Projects
• Utilize existing industry association platforms like CII, FICCI, ASSOCHAM, NASSCOM
to connect with industry partners for collaborative opportunities.
• Develop and sign MoUs with industry partners outlining areas for collaboration, such as
joint research and consultancy projects or internship programmes.
3. Professor of Practice Initiatives
• Encourage appointment of Professors of Practice in all relevant programmes.
4. Skill Certifications and Industry Training
• Collaborate with industry partners to identify relevant industry certifications and
training programmes valuable for students’ future careers. 19Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Medium-Term (2-5 Years)
1. Professional Certifications and Soft Skills Training
• Encourage corporate partners and industry bodies to provide professional certifications
to students, enhancing their marketability and employability.
• Collaborate with industry stakeholders to provide soft skills training to improve
employability.
2. Curriculum Review and Relevance
• Establish mechanisms for regular curriculum reviews and updates, incorporating feedback
from industry partners and alumni.
• Develop and implement processes for incorporating emerging industry trends and
technological advancements into the curriculum to ensure its continued relevance. 20Expanding Higher Quality Education through States and State Public Universities: Policy Brief
Way Forward
The nearly 80 policy recommendations highlighted in the main report span 12 sub-themes across
the 4 domains of quality, funding and financing, governance, and employability, and include over 125
performance success indicators. This policy brief provides a snapshot of the policy recommendations,
which are based on extensive consultations with government officers across 20 States and UTs,
and vice-chancellors and senior academicians from nearly 50 SPUs.
SPUs are the backbone of India’s vast and wide-reaching higher education system. It is hoped that
the report will not only serve as a valuable resource for all concerned stakeholders but also inspire
a collective effort of transforming SPUs into hubs of top quality talent, research and innovation. NOTES NOTES Designed by: 25Expanding Higher Quality Education through States and State Public Universities: Policy Brief