MBNS UNIVERSITY

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MBNS UNIVERSITY

Higher education system plays an important role for the country’s overall development which includes industrial, social, economic etc. Indian higher education system is third largest in the world. The role of Indian higher educational institutes such as colleges and universities in the present time is to provide quality based education in the field of education, research etc. to empower youth for self-sustainability.

The union budget for 2016-2017 incorporated a proposal to set up a higjher education financing Agency (HEFA) with an initial capital base of Rs 1000 crores that would leverage funds from the market and supplement them with donations and CSR (corporate social responsibility) funds to finance infrastructure development in higher education institutions. This made it clear that government was eager to embark on giving impetus to establishment of universities in private sector .such agonizing thinking on the part of the union government was possibly prompted by the fact that in spite of big expansion during the last two decades the Indian higher education sector has been facing variety of challenges at almost all levels. India has come a long way from 28 universities and 25000 colleges in 1950-1951to the current number of 330 state universities and 35,829 colleges. Consequently, the country has turn out to be the hub of the largest number of higher education institutions in the world and close to 25 million students enrolled.

However the Indian higher education system faces huge challenges in the sense that while on the one hand there is need to bring as many young people as possible into the higher Education’s fold; on the other hand it is required to significantly focus on building quality and global competitiveness. Quality of education has a wide ranging impact on employability and labour production. According to official data, India’s labour force, which was 472 million 2006, is expected to be around 653 million in 2031. In such a situation, unless the country has a nimble- footed dynamic higher education system, it faces the danger of losing its competitive advantage not just to china and Brazil but also smaller nation such as Philippines and Malaysia.

The picture emerging out of the above facts make it clear that the government cannot provide all the solution to the India’s higher education challenges for the simple reason that during the next five year that the country may need 1400 additional universities, 75,000 additional colleges and 22 lakh additional teachers. There is no denying the fact that progress has been made since India became republic and the onus was on the state to educate its citizens. India has certainly has come long Way from 28 universities and 578 colleges in 1950-1951to over 500 universities and more than 25,000 colleges at present.

Over the past three decades, a rapidly growing Indian economy has led to a huge demand for an educated and skilled labour force. To meet the man power needs of a dynamic economy, not surprisingly, private enterprises have cropped up to complement and supplement public educational institutions. In fact over the past few decades, it has been the private sector that has really driven capacity in Indian higher education. Private presence in higher education got a fillip starting mid 1980s which witnessed reducing investment by the center and the states. In 2001, when unaided institutes made up 42.6 per cent of higher education institutes, 32.8 per cent of Indian students studied there. By 2006, for which the data is available, the share of private institutes went up to63.2 per cent and their student share went up to 51.5 per cent. These figures have been steadily rising since then. The paper explores need, challenges of privatization of higher education in India. The last two decades had witnessed unprecedented growth in institutes of higher education primarily due to private sector participation.

The private sector has contributed significantly in increasing the gross enrollment ratio (GER) from 10% in 2000 to 13.8% in 2010. The private sector is expected to provide useful contribution in achieving the target of 30% GER by 2020 set by government of India. Though the private institutes have grown in number they are not able to attract the high ranking students.

A Rapid glance over this phenomenon would reflect the fact that private education players are the norms rather than expectation and truly so. Handling of Higher Educational Institutions by private group is now an irreversible trend in India. Critics who argue that education is a social good and should remain exclusively with the state will find it hard to disagree that given the scale, scope and complexity of Indian Higher Education challenges, the government on its own cannot single handedly tackle all the issues affecting University system in the country. the fact that India has a fast rising youth population that look to education as a conduit to prosperity coupled with depleting education is spending by the government translates into great demand for private higher educational institutions.

Moreover, the Indian Higher education system faces the challenges of ensuring equity and quality. The private higher education sector in countries such as the United States, Japan and Malaysia has been instrumental in tracking these challenges. In India too, private sector could play a key role in dealing with this issues through innovative models supported by an enabling regulatory framework and environment.

Hitherto, the private sector has played an important role in the growth of the higher education sector, especially in professional disciplines such as Engineering and Management. High potential ⁷demand for higher education and insufficient government spend and capacity creation is expected to result in substantial infrastructure and investment deficit. In this backdrop, the role of the private sector has assumed increased significance with immense opportunity for private sector players.

We have identified various options for private education providers to inter and grow in vibrant higher education space. We have also outlined the key drivers, Trends and regulatory considerations associated with these options.

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MBNS UNIVERSITY
ESTABLISHING AND GROWING IN INDIAN HIGHER EDUCATION KEY OPTIONS FOR PRIVATE PLAYERS
OVERVIEW OF THE INDIAN HIGHER EDUCATION SECTOR
STUDENT ENROLLMENT IN HIGHER EDUCATION (CRORE)
ENROLLMENT IN EVERY STREAM COURSE WISE
UNIVERSITIES BY STATE AND TYPE
THE TABLE BELOW IS CORRECT AS OF JULY 2021
GROWTH IN NUMBER OF HIGHER EDUCATIONAL INSTITUTIONS
GROWTH IN STUDENT ENROLMENT
TREND IN GROSS ENROLMENT RATIO
TREND IN GENDER PARITY INDEX
TOP 10 COUNTRIES PREFERRING INDIAFOR HIGHER EDUCATION
NEED OF PRIVATE SECTOR:
FORMS OF PRESENCE
UNIVERSITIES SPU (STATE PRIVATE UNIVERSITY)
STATE UNIVERSITY
STATE PRIVATE UNIVERSITY
OVERVIEW
ANNUAL STATUS OF HIGHER EDUCATION
INDIAN, CHINESE STUDENTS ACCOUNT FOR 47% OF INTERNATIONAL
STUDENT POPULATION IN US
AICTE
THE TOTAL INTAKE CAPACITY OF AICTE HAVE RISE FOLD AS DEPICTED IN FIGURE
SERVICES
STUDY CENTRE AND OTHER EDUCATION
COURSES
REGULAR COURSES
TRADITIONAL BACHELOR DEGREE WIDENS YOUR SCOPE AND KNOWLEDGE
BENEFITS OF REGULAR COURSES
1. KEEPS MORE CAREER OPTIONS OPEN
2. HELPS YOU SPECIALIZE
3. MERIT-BASED ADMISSIONS
4. A FEW COURSES NEED ACADEMIC DEGREES
5. AVAILABILITY OF DISTANCE EDUCATION OPTION
DISADVANTAGES OF A REGULAR COURSE
1. IT DOESN’T MAKE YOU JOB-READY
2. PROFESSIONAL TRAINING REQUIRED FOR SOME FIELDS
3. CUT-OFFS MAY BE HIGH
MAJOR REGULAR DEGREES LIST AND ABBREVIATIONS
VOCATIONAL BASED PROFESSIONAL COURSES
VOCATION AND CAREER
WHAT IS A PROFESSIONAL COURSE?
PROFESSIONAL DEGREE GIVES YOUR CAREER A QUICK START
BENEFITS OF A PROFESSIONAL DEGREE
1. PROVIDES PRACTICAL TRAINING
2. COURSES ARE FAST-PACED
3. ADMISSIONS ARE BASED ON ENTRANCE EXAMS
DISADVANTAGES OF A PROFESSIONAL DEGREE
1. COMPETITION IS USUALLY HIGH
2. NOT ALL INSTITUTES PROVIDE QUALITY EDUCATION
3. MAY NOT BUILD A SOLID ACADEMIC FOUNDATION
4. NO OPTION FOR DISTANCE EDUCATION
PROFESSIONAL DEGREE GIVES YOUR CAREER A QUICK START
1. PROVIDES PRACTICAL TRAINING
2. COURSES ARE FAST-PACED
3. ADMISSIONS ARE BASED ON ENTRANCE EXAMS
DISADVANTAGES OF A PROFESSIONAL DEGREE
1. COMPETITION IS USUALLY HIGH
2. NOT ALL INSTITUTES PROVIDE QUALITY EDUCATION
3. MAY NOT BUILD A SOLID ACADEMIC FOUNDATION
4. NO OPTION FOR DISTANCE EDUCATION
LIST OF PROFESSIONAL COURSES IN INDIA
LIST OF PROFESSIONAL DIPLOMA/CERTIFICATE COURSES IN INDIA
LIST OF PROFESSIONAL DEGREE COURSES IN INDIA
CAREER SCOPE OF BOTH PROFESSIONAL AND REGULAR COURSES IN INDIA
ARTS & HUMANITIES
COMMERCE
ENGINEERING AND TECHNOLOGY
MANAGEMENT
MEDICAL SCIENCE
SCIENCE
WHICH ONE SHOULD YOU CHOOSES FOR – REGULAR COURSE OR PROFESSIONAL COURSE?
MARKETING AND BRAND BUILDING
STRENGTHS
THE KEY IS PINPOINTING THE TRUE STRENGTHS OF YOUR UNIVERSITY.
HISTORY
LOCATION
CONSIDER STUDENT ‘NICHES’
FIVE STRATEGIES FOR BUILDING A GREAT UNIVERSITY BRAND
STRATEGY #1: BRAND IS NOT A CAMPAIGN; IT’S YOUR CULTURE.
STRATEGY #2: BRAND IS COMMUNITY DRIVEN.
STRATEGY #3: BRAND INSPIRES BEHAVIORS.
STRATEGY #4: GREAT BRANDS ARE DISCIPLINED.
STRATEGY #5: A GREAT BRAND IS NEVER FINISHED.
EXPENSES IN MARKETING
HIGHER EDUCATION IN INDIA:
SUCCESS & PITFALLS
GROWTH OF DISTANCE EDUCATION
QUALITY PROBLEMS
MORE THAN 50% OF INDIA’S POPULATION IS UNDER AGE OF 25. BY 2030 INDIA WILL HAVE ONE OF THE YOUNGEST POPULATIONS IN THE WORLD WITH AN AVERAGE AGE OF 29 YEARS
INDIA WILL OUTSPACE CHINA IN NEXT TEN YEARS.
THE OECD PREDICTS THAT IN 2030, 200 MILLION OF THE WORLD’S 25-34 YEARS OLDS WILL BE UNIVERSITY GRADUATES AND 40% OF THESE WILL BE FROM CHINA AND INDIA
PITFALLS
THE BACKDROP:
ECONOMICS, DEMOGRAPHICS AND POLITICS
THE WORLD’S BIGGEST TERTIARY –AGE POPULATION
THE CHANGING POLITICS OF EDUCATION
CHALLENGES FACED BY HIGHER EDUCATION
THE LOW QUALITY OF TEACHING AND LEARNING
THE SUPPLY DEMAND GAP
UNEVEN GROWTH AND ACCESS TO OPPURTUNITY
CONSTRAINTS ON RESEARCH CAPACITY AND INNOVATION
ACADEMIC POTENTIAL OF JHARKHAND
ACADEMIC POTENTIAL OF JHARKHAND
TECHNICAL INSTITUTION APPROVED BY AICTE
ACADEMIC POTENTIAL OF JHARKHAND
ACADEMIC POTENTIAL OF JHARKHAND
MEDICAL COLLEGES
ACADEMIC POTENTIALOF JHARKHAND
”MBNS INSTITUTES” VENTURE TO BRIDGE THE GAP
MBNS INSTITUTES” VENTURE TO BRIDGE THE GAP
MBNS INSTITUTES”
VENTURE TO BRIDGE THE GAP
PHASE-WISE FUTURE PLAN
BACHELOR OF AYURVEDIC MEDICINE AND SURGERY (B.A.M.S.)
SECOND PHASE
BACHELOR OF HOMEOPATHIC MEDICINE AND SURGERY (B.H.M.S.)
THIRD PHASE
FOURTH PHASE
SPECIFIC COURSES RELEVENT TO JHARKHAND
AGRICULTURE BUSINESS
COURSES:
NATURAL RESOURCES MANAGEMENT
COURSES
SPORTING EXCELLENCE
COURSES OF SCIENCE
NURSING AND PARAMEDICAL COURSES
HEALTH AND HOSPITAL MANAGEMENT
PGDM IN HOSPITAL AND HEALTHCARE MANAGEMENT
INDUSTRIAL SAFETY COURSES
DIPLOMA IN INDUSTRIAL SAFETY MANAGEMENT
FOCUSED PROGRAMS FOR FARMERS WOMEN AND INDUSTRIES
MBNS INSTITUTES
FOCUSED PROGRAMS FOR FARMERS, WOMEN AND INDUSTRIES
OBJECTIVES VISION, MISSION AND GOALS
OBJECTIVES OF THE TRUST
OBJECTIVES VISION, MISSION & GOALS
MBNS PHILOSOPHY
WHY STAY WITH US-FUTURE
VISION AND MISSION
GOALS
VALUES
BELIEFS
MBNS INSTITUTES NH-18 (OLD NH-33) ASANBANI, JAMSHEDPUR SARAIKELLA KHARSAWAN
MBNS INSTITUTE OF EDUCATION
COLLEGE OF EDUCATION
MBNS INSTITUTES OF GRADUATE STUDIES
NAME OF THE INSTITUTIONS: MBNS INSTITUTES
POTENTIAL FUTURE COURSES
MBNS INSTITUTE OF MEDICAL& ALLIED SCIENCES
BACHELOR OF DENTAL SURGERY (BDS)
MBNS INSTITUTE OF MEDICAL & ALLIED SCIENCES
MASTER OF DENTAL SURGERY (MDS)
MBNS INSTITUTE OF MEDICAL & ALLIED SCIENCES
MBBS COURSES
MBNS INSTITUTE OF MEDICAL & ALLIED SCIENCES
BACHELOR OF PHYSIOTHERAPY (BPT)
MBNS INSTITUTE OF TECHNOLOGICAL STUDIES
MBNS INSTITUTES:
MBNS INSTITUTE OF LEGAL STUDIES
LABORATORIES OF MBNS INSTITUTE
LIBRARY OF MBNS
RULES AND REGULATION OF LIBRARY
FOLLOWING PRINCIPLE MUST BE ADDED WHILE USING THE LIBRARY
BORROWING
STUDENT FRIENDLY ACTIVITIES AT MBNS
COMMON ROOM
STUDENT FRIENDLY ACTIVITIES AT MBNS
ART-CRAFT ROOM
STUDENT FRIENDLY ACTIVITIES AT MBNS
EXTRACURRICULAR ACTIVITIES
CATEGORIES
ACCESS TO EXTRACURRICULAR ACTIVITIES
AUDITORIUM AT MBNS
MBNS AUDITORIUM
INNOVATING EDUCATION AND ENTREPRENEURSHIP
ROLE OF EDUCATION INSTITUTIONS IN ENTREPRENEURSHIP DEVELOPMENT:
INDIVIDUAL DEVELOPMENT:
BUSINESS DEVELOPMENT:
ENTREPRENEUR SKILL DEVELOPMENT:
ENTREPRENEURSHIP EDUCATION FOR THE SUPPLY SIDE:
INNOVATING EDUCATION AND ENTREPRENEURSHIP
ENTREPRENEURSHIP EDUCATION SCENARIO IN INDIA:
INNOVATING EDUCATION AND ENTREPRENEURSHIP
PROBLEM FACED BY EDUCATION INSTITUTION IN INDIA:
PROPOSAL OF MBNS UNIVERSITY
PROPOSED NAME
LOCATION AND HEADQUARTERS
INNOVATING EDUCATION AND ENTREPRENEURSHIP
AREAS OF OPERATIONS
INNOVATING EDUCATION AND ENTREPRENEURSHIP
CORE VALUES
THE CORE VALUES OF MBNS WILL BE:
INNOVATING EDUCATION AND ENTREPRENEURSHIP
INNOVATING EDUCATION AND ENTREPRENEURSHIP
AIMS
THE MBNS UNIVERSITY WOULD WORK TOWARDS THE FOLLOWING AIMS:
PRODUCING WORLD CLASS MANPOWER
DEVELOPING APPROPRIATE KNOWLEDGE, SKILLS AND ATTITUDES
ESTABLISHING HIGHER STANDARD OF ACADEMIC EXCELLENCE
INNOVATING EDUCATION AND ENTREPRENEURSHIP
INNOVATING EDUCATION AND ENTREPRENEURSHIP
OBJECTIVES OF THE UNIVERSITY
GOVERNANCE OF THE UNIVERSITY
INTRODUCTION
GOVERNANCE OF THE UNIVERSITY
GOVERNANCE STRUCTURE
ADVISORY BOARD
GOVERNANCE OF THE UNIVERSITY
STATUTORY AUTHORITIES
THE FOLLOWING WILL BE STATUTORY AUTHORITIES OF THE UNIVERSITY:
GENERAL COUNCIL
THE EXECUTIVE COUNCIL (UNIVERSITY COUNCIL)
GOVERNANCE OF THE UNIVERSITY
THE FINANCE AND AUDIT COMMITTEE
E-STATE AND FACILITIES COMMITTEE
THE ACADEMIC COUNCIL
GOVERNANCE OF THE UNIVERSITY
GOVERNANCE OF THE UNIVERSITY
FORMATION OF THE STATUTORY AUTHORITIES
THE VISITOR THE VISITORS WILL BE APPOINTED BY THE SPONSORING BODY:
GOVERNANCE OF THE UNIVERSITY
OFFICERS OF THE UNIVERSITY
GOVERNANCE OF THE UNIVERSITY
ACADEMIC PLAN
INTRODUCTION
ACADEMIC PLAN
UNIQUE FEATURES OF MBNS UNIVERSITY
ACADEMIC PLAN
ACADEMIC STRUCTURE
TIME SCALES AND FACING
ACADEMIC PLAN
ACADEMIC DISCIPLINE
ACADEMIC PLAN
QUALITY ASSURANCE
ACADEMIC PLAN
STUDY PROGRAMMES
MBNS –STUDENT RAMP UP AT SCHOOL OF DIPLOMA
PROJECTED MBNS –STUDENT RAMP UP PLAN AT UG LEVEL
ACADEMIC PLAN
MBNS-STUDENT RAMP UP PLAN AT PG LEVEL
ACADEMIC PLAN
DEGREE STRUCTURES
DISTANCE LEARNING, ONLINE PROGRAMS AND NEW TECHNOLOGY
ACADEMIC PLAN
RESEARCH
ACADEMIC PLAN
SPORTS AND EXTRA CURRICULAR ACTIVITIES
ACADEMIC PLAN
ADMISSION CRITERIA
ACADEMIC PLAN
FEES STRUCTURE
ACADEMIC PLAN
INDUSTRY LINKAGE PLAN
DISTANCE LEARNING AND EDUCATION CENTERS
INFRASTRUCTURE PLAN
INFRASTRUCTURES
MBNS UNIVERSITY
INFRASTRUCTURE PLAN
ACADEMIC BLOCKS
INFRASTRUCTURE PLAN
OTHER INFRASTRUCTURE ASPECTS
EXTENSION SERVICES
CLUBS
SPORTS
INFRASTRUCTURE PLAN
MEDICAL FACILITIES
CAFETERIA
TRANSPORT FACILITIES
GUEST HOUSE
BANKING FACILITY
HUMAN DEVELOPMENT
CAPITAL PLAN
INTRODUCTION
APPOINTMENT OF FACULTY AND STAFF
HUMAN DEVELOPMENT
CAPITAL PLAN
HUMAN DEVELOPMENT
CAPITAL PLAN
CREATION OF POSTS
HUMAN DEVELOPMENT
CAPITAL PLAN
RECRUITMENT OF TEACHING STAFF
MINIMUM QUALIFICATION AND EXPERIENCE
HUMAN DEVELOPMENT
CAPITAL PLAN
SHORT LISTING OF APPLICATIONS
RESERVATION POLICY
PROCESS OF SELECTION
SELECTION COMMITTEE
APPOINTMENT
PERIOD OF PROBATION
CONFIRMATION
PAY AND ALLOWANCES
HUMAN DEVELOPMENT CAPITAL PLAN
ACADEMIC STAFF
CADRE STRUCTURE, SALARY SCALE AND PERKS
QUALIFICATION AND EXPERIENCE
CADRE DISTRIBUTION
HUMAN DEVELOPMENT
CAPITAL PLAN
TEACHING STAFF
MBNS SHALL AAPPOINT
MEDICAL EQUIPMENTS AND SUPPLIERS
EQUIPMENTS AND SUPPLIERS
MACHINERY & EQUIPMENT SUPPLIERS
X-RAY ACCESSORIES
AIR CONDITIONING & REFRIGERATION UNITS
IMPORTED PLANT & MACHINERY SUPPLIERS
MEDICAL EQUIPMENTS AND SUPPLIERS
PLANT LOCATION FACTORS
PRIMARY FACTORS
1. RAW-MATERIAL SUPPLY:
2. MARKETS:
3. POWER AND FUEL SUPPLY:
4. WATER SUPPLY:
5. CLIMATE:
SPECIFIC FACTORS
6. TRANSPORTATION:
7. WASTE DISPOSAL:
8. LABOR:
9. REGULATORY LAWS:
10. TAXES:
11. SITE CHARACTERISTICS:
12. COMMUNITY FACTORS:
13. VULNERABILITY TO WARTIME ATTACK:
14. FLOOD AND FIRE CONTROL:
EXPLANATION OF TERMS USED IN THE PROJECT REPORT
1. DEPRECIATION:
2. FIXED ASSETS:
3. WORKING CAPITAL:
4. BREAK-EVEN POINT:
5. OTHER FIXED EXPENSES:
6. MARGIN MONEY:
7. TERM LOANS:
8. TOTAL LOAD:
9. LAND AREA/MAN POWER RATIO:
IMPLEMENTATION SCHEDULE
UNIVERSITY GRANTS COMMISSION NEW DELHI
UGC (ESTABLISHMENT OF AND MAINTENANCE OF STANDARDS IN PRIVATE UNIVERSITIES) REGULATIONS
BACKGROUND
1. SHORT TITLE, APPLICATION AND COMMENCEMENT
2. DEFINITIONS
3. ESTABLISHMENT AND RECOGNITION OF PRIVATE UNIVERSITIES
4. INSPECTION
5. CONSEQUENCES OF VIOLATIONS

APPENDIX – A:

01. PLANT ECONOMICS
02. LAND & BUILDING
03. PLANT AND MACHINERY
04. OTHER FIXED ASSESTS
05. FIXED CAPITAL
06. RAW MATERIAL
07. SALARY AND WAGES
08. UTILITIES AND OVERHEADS
09. TOTAL WORKING CAPITAL
10. TOTAL CAPITAL INVESTMENT
11. COST OF PRODUCTION
12. TURN OVER/ANNUM
13. BREAK EVEN POINT
14. RESOURCES FOR FINANCE
15. INSTALMENT PAYABLE IN 5 YEARS
16. DEPRECIATION CHART FOR 5 YEARS
17. PROFIT ANALYSIS FOR 5 YEARS
18. PROJECTED BALANCE SHEET FOR (5 YEARS)

Additional information

Plant Capacity

9.5833 Nos/Day
Land & Building

(25 Acres)
Plant & Machinery

US$ 1077142
Rate of Return

22%
Break Even Point

64%

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