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"NU will Address the Future Needs of Emerging Areas of the Knowledge Society" : Rajendra Pawar, NIIT University, India

NIIT University, a not-for-profit institution, has been established with the vision and mission to become a leading centre of innovation and learning in emerging areas of the Knowledge Society. Rajendra Pawar, Founder, NIIT University talks about the uniqueness and futuristic approach of the University.

“In a few years from now, India will be known for its innovation and research. In this century of the mind, the country will gain pre-eminence, owing to its holistic and seamless education, which is relevant to society and industry.”

What is the founding philosophy of NIIT University and how is it different from other universities?

NIIT University (NU) was established with the vision of being the leading centre of innovation and learning in emerging areas of the knowledge society. It is dedicated towards building great careers and ensuring exceptional job opportunities for all its students. The University has been developed as an institute of excellence based on the four core principles of providing Industry-linked, Technology-based, Research-driven, and Seamless education.

The emblem of NIIT University depicts a Mobius ring, symbolising eternity. The sides of the Mobius ring merge in and out, and back and forth, to create a graceful, seamless and complete structure. Similarly, the knowledge that NIIT University imparts is the foundation for multifaceted careers, endless in their potential.

With NU, the intent has been to create a new model in higher education, which reflects what a 21st century University should be. The NU campus has been created in a way which will spawn ideas and original thinking amongst its students. To facilitate learning, there is cutting-edge technology and state-of-the-art classrooms that connect students to the world. At the Wi-Fi NU campus, students are equipped with all the gadgets and gizmos essential for learning in the 21st century. The focus of the faculty is on seeding new ideas, thoughts and feelings into students. The education provided to learners is not just restricted to their chosen stream. A computer science student for instance, is also exposed to botany, history, culture, art, anthropology, and music. The idea is to provide a seamless and holistic learning experience, that reflects the University’s motto

How did you initiate the planning phase for NIIT University?
While the NU may have started taking shape and structure only in 2005, the dream began as far back as in the early 1990s. In 2002, we created the fi rst advisory board constituted by well known academicians, industry leaders and scientists. The board had luminaries like Prof P V Indiresan, former Director, IIT Chennai, the late Prof C S Jha, former Director, IIT Kharagpur, Dr Kiran Karnik, then President, NASSCOM, Prof R C Malhotra, former Director, IIT Kanpur, Dr R A Mashelkar, then Director general of the Council of Scientifi c and Industrial Research (CSIR), Prof Ashok Misra, (who later became Director of IIT Mumbai), Prof J R Isaac of IIT Mumbai and Prof M P Kapoor, former Vice Chancellor, Thapar University.
From the beginning we were very clear that NU would not be constrained by the mould of existing higher-education programmes. We wanted our students to solve real problems that affected the masses in the country, which is why the entire campus was planned like a research lab which would throw up interesting challenges for students to tackle. The phase when the Master Plan of the University was created, was therefore extremely important. NU not only had to impart technologybased and research-driven training to students, it also had to be designed in a way that ensured sustainability. The campus had to be fi nancially, ecologically and intellectually self-sustaining. This actual planning of the campus was preceded by series of brainstorming sessions which resulted in evolution of the four core principles. This now fi nds representation in the very design and layout of the University. While the campus was being conceptualised, we focused signifi cantly on Seamlessness, which is the reason why the academic and faculty buildings are barely a few minutes away from the lab. Designed to integrate with nature, NU is master-planned by YRM (London) Ltd., a world-renowned campus architecture fi rm. The unique ‘pedestrian only’ campus layout, ensures that cars are left at the parking bay near the entrance. From there the campus is comfortably explored on foot via the ‘spine’- that meanders across all high traffi c areas. The 700m spine runs through various building blocks and seamlessly unifi es the campus. The University’s sensitivity to the environment fi nds resonance in its distinctive Geothermal Cooling, through a network of Earth-Air tunnels, which act as an enormous self-regulating heat sink for the campus, with very little electricity required to cool or heat the ambient temperature. The design of the green campus incorporates one of the largest known earth-air tunnel installations in the world, and also harnesses wind chimney for a natural ventilation effect.

How does NIIT University fi t itself in the current higher education structure and look into in the future?
With NU, we have tried to look into the future requirements of the knowledge society to establish a new model in higher education. This is backed by the knowledge and experience we have gained from delivering education over the past 28 years. In a few years from now, India will be known for its innovation and research. In this century of the mind, the country will
gain pre-eminence, owing to its holistic and seamless education, which is relevant to society and industry. NU is clearly ready for this tomorrow, today. With its focus on cutting-edge technology and research (an important pillar of learning in the future), NU will play a vital role in the knowledge-driven future. We have gone through the IT revolution, and now it is
the time to transform higher education. We need many more Postgraduates, Research Scholars and PhDs to bring in this transformation. Clearly, NU, with its futuristic approach, will fi nd a fi t in the emerging, knowledge-driven society.

What are the parameters that you look for when recruiting faculty for NU?
The fact is that we would rather encourage our own students, particularl the brightest ones, to continue their education until they acquire their PhDs and become NU faculty. Our aim will be to become a net producer rather than a net consumer, which means we have togenerate more and more quality Research Scholars in the long run. We are looking forward to the revival of teaching as a profession, although currently, this trend is at a very nascent stage. The biggest criterion for determining the choice of faculty is their demonstrated love and passion for the subject. Visiting faculty is a critical part of the University. We have roped in educational innovators, top CEOs and entrepreneurs to interact and share their experiences with the students.

What is your admission criteria?
NU seeks meritorious men and women with effective personalities and an inquisitive mind. The selection procedure at NU has been designed to identify such individuals. Due weightage is given to the academic background of the applicant as well as his/her communication skills and passion to learn. Even the application form is designed to facilitate the selectioncriteria by encouraging the candidate to describe his/her background, achievement, interests, motivation and career goals. NIIT University employs a very judicious and innovative selection criterion which ensures that students with the desired potential get through. Our selection process gives merit not to a single exam, but the overall academicperformance in school as well as to indepth interviews to judge areas like passion, potential and social sensitivity. Almost one-third weightage is given to the interview process, one-third to performance in the entrance examination and remaining to marks secured in 10+2.The right kind of students with the right mind set will get attracted to NU’s campus structure and curricula. The interview process at NU is aimed at showcasing the holistic learning at theUniversity and its focus on the four core principles.
What inspired your current model?
Having delved into the area of education since over 28 years, we had insights on the gaps in the current system and the need for radical change. In India, there is a mismatch in what the
industry needs and what the universities are creating. Our passion to make a difference gave birth to the idea of NIIT University in the early ’90s. We wanted to set up an institution that would be an example of pioneering innovation in the area of higher education. The idea was
to tell the world what a 21st century University ought to be. Also, in this Century of the Mind,
we wanted to bring back inquisitiveness in students. Inculcating the research mindset is not just about setting up labs but creating an environment that provokes thinking. We want students to solve real problems that affect the masses in the country.It was with this in mind that we started afresh, literally from ground-zero, to put together such a model. NIIT University was formed with a vision to be the leading centre of innovation and learning in emerging areas of the knowledge society and has been developed as an institute of excellence based on the four founding principles of providing industry linked, technology based, research driven and seamless education.

PPP a Must for Growth of ITIs and Polytechnics : Dr Narendra Jadhav, Planning Commision, Govt. of India, India

“The best practices are not usually adequately disseminated for people to learn. This is precisely why the Planning Commission comes out with several reports including annual reports and highlights these practices. Increasingly, technology is playing a role in all these efforts.”

What are your views on Right to Education Act (RTE) ?

The passage of the Right to Education Act 2009, which came into effect on 1st April, 2010, is indeed a historic act. It comes as a continuation of the Sarva Shiksha Abhiyan which has attained a remarkable amount of success. If we examine the proportion and the numbers, out of a total of 12 lakh habitations, more than 99% have a primary school in the vicinity or within one km radius. Similar is the proportion for elementary education, with 84% of habitations having an elementary school within 3 km radius.

The RTE is a remarkable extension of the efforts in education. It is too early to comment anything about the functioning of the act since it is too short a time. But I have absolutely no doubt that this historic decision is going to be very meaningfully, faithfully and forcefully implemented.

What according to you are the priorities for India in the realm of vocational training and skills development?

Skill development initiatives have to be given high priority today. India’s demographic dividend is definitely a positive aspect, with 24 being the average age of India today. By 2020, it will be around 29, by which year China’s average age will be 37, Europe will be 42, US will be 37 and Japan will be 48. Thus, we are a young, large and growing population. But just having such positive attributes does not mean that we will automatically become an economic superpower. Development of the country critically depends on two things: First, a reform in the education sector; and second, in the skill development sector.

I have often emphasised in the last few months that if we do not get our act together in the higher education and skill development sector, our demographic dividend can actually turn into a demographic nightmare. That is how important skill development is. The government is taking efforts in this direction very seriously.

How can convergence be ensured between higher education and skill development?

As has been rightly noted, only 2% of our population is skill trained. The vocational education in our country needs a lot of intervention. In practice, vocational education can be imparted at two levels: one is at the high school level; and the other is at the post matric level. At the high school level, ITIs become relevant, while at the college level, polytechnics come into play. Both of these are going to be enhanced in a major way. The Public Private Partnership (PPP) model will add momentum to the growth of ITIs and Polytechnics. Several boards have been set up including the PM’s Apex Council of Skill Development and The National Skill Development Coordination Board, of which Montek Singh Ahluwalia is the Chairman. The Skill Development Corporation has been created in the PPP mode which is making good contributions in the field. Therefore, we see that the agencies have been created but it has not yet gained the necessary momentum, which I trust it will. The Prime Minister has also written to the Chief Ministers of all states urging them to start their own skill development mission. Many states are moving in this direction. By year 2022, the vision is to have 500 million trained personnel.

What according to you are the loopholes in the existing regulatory bodies such as UGC, NCTE and AICTE?

As the National Knowledge Commission (NKC) and the Yashpal Committee have unanimously pointed out, the higher education sector in India is over regulated but under governed. There are too many regulators, but the level of governance is very low. That is the kind of paradoxical situation that we are currently dealing with. There is no synergy between AICTE, UGC, and various other councils and the level of their operations have taken a big beating. These have direct bearing on the higher education system in India. The NKC and the Yashpal Committee recommended a complete overhaul of the higher education system, and not just a nip here and a tuck there. The NCHER is a step in that direction and it will bring about drastic reforms in the sector.

In future, we have the potential of exporting our human capital even to China since there is shortage of skilled labour power emerging everywhere, of which there is a surplus in India. If we train the youth in the right kind of skills, India can emerge as a very important reservoir of technically trained manpower, which should be our dream and future goal.

The new poverty figures were officially approved by the planning commission recently. India has added almost 100 million people to its list of the poor. What are your views on the growing economic development of India and its implications on the poverty conditions?

The poverty numbers do not show an increase. Rather, the techniques or methodology of computation used by the Tendulkar committee is different from the methodology used earlier. The estimates made by the Tendulkar methodology cannot be compared with separate methodologies which were previously used. It is only the figures generated from the same methodologies that can be compared, and if we compare likes with the likes, we see that the incidence of poverty has actually declined.

The Kothari Commission had stated that 6% of the GDP should be spent on education. With all the lofty talks, we have still not gone beyond 3.5%. And within this, the center’s share has been increasing, while that of the state is decreasing.

How do you envision the Indian education system with respect to implementation of ICT tools for enhanced delivery in the coming years?

Technology plays a very important role in education. I was the Vice Chancellor of the Pune University which happened to be the largest traditional universities of the world. The moment I assumed office I realised that there was no Management Information System (MIS) in the University, which had a bearing on the level of governance of the University. Pune University has 536 colleges and a huge student population. Lack of technology resulted in non-connected campuses, with administration being run in an archaic mode. I came up with the concept of triple connectivity solutions, with audio, visual and data connecting the main campus with the 536 colleges. This had positive consequences, since the policy decisions made by the Vice Chancellor were then based on facts and figures that were regularly updated from the disparate but connected campuses. It inevitably have an improvement over the quality and level of governance. That model is being replicated everywhere. Therefore, systems hve to move hand in hand with the advances in technology. Technology will have a definite effect on education governance.

With India set to welcome foreign varsities, what are the challenges and opportunities that you figure in the situation? How important are Public Private Partnerships in promoting quality education in India?

India’s Gross Enrollment Ratio (GER) in higher education is only 12.4%. Earlier we were talking about increasing it to 20%, but now we want to raise it to 30% in 10 years time. If this is our target, then we need to expand everything from state universities to central and private universities, as well as allow foreign universities to come in. An all out effort to raise the GER is required. As a part of that, foreign universities will be allowed to come in and also act as competition to the local players, thereby upgrading quality of Indian universities. If we administer it properly and if we make sure that the right kind of universities come in, it will have a huge positive impact.
History is unfolding before our eyes today. It is my belief that in the last 62 years, there have never been so many proposals for education as there are today. In the next few years, the Indian education system is going to be completely transformed and it will be a system that will last for the next 30-40 years. Today the kind of all round reforms that are taking place including the Foreign Regulators Bill, National Accreditation Regulatory Authority, Tribunals at the state and central level, Prevention of Malpractices Bill, and several other proposals which are at various stages of implementation, will act as the harbingers of change.

Degree Programs including an Executive MBA , in collaboration with Online Education provider University18

Uttarakhand Open University, Haldwani, today announced the launch of multiple Management Degree Programs , in collaboration with Online Education provider University18. On the 26th of April, 2010, UOU signed an MOU with University18 , to launch three Management Programs – a one year Executive MBA for Working Professionals, a General MBA , and a Bachelors in Business Administration (BBA). To be launched from the academic year 2010-11 in July 2010, these programs will make extensive use of ICT technology to bridge current gaps in Distance Education. To be taught using an Online Virtual Classroom Platform, the technology would let students login to, attend and interact in live classes, from any PC using a broadband Internet connection. Priced at levels that make these programs affordable to the common adult learner, the BBA would cost approximately INR 10,000 per year, the MBA – INR12,000 per year, and the One Year Executive MBA INR 24,000/-.

The Virtual Classroom technology platform being used by University18 is highly scalable, capable of having upto 50 live hosted 'virtual classrooms' at one time, with each classroom having upto 250 students attending, giving it the capability of having a total of 12500 students logged in at the same time. With the increasing spread of internet and broadband connectivity, this will enable students from distant places and smaller towns, to gain access to quality higher education. The facility to conduct the personal contact program classes online would also add to the acceptance and accessibility of such courses by working professionals. This would be the first of many steps by UOU and University18 towards democratizing quality in Higher Education over Distance Learning.

Present on the occasion of the MOU signing were UOU VC Dr.Vinay Kumar Pathak, Raunak Singh, Director, University18 , B.R Pant, Registrar, UOU and Prof K K Pande, UOU.

Manipal University signs MoUs with University of Melbourne and University of Nottingham

Manipal University, a pioneering & leading university in India, along with Manipal Education, the leading academic and educational service provider in India, today announced the signing of Memorandum of Understandings (MoUs) with two of the top 100 universities in the world – the University of Melbourne, Australia, and the University of Nottingham, the UK. These broad-based MoUs with the University of Melbourne and the University of Nottingham aim to facilitate active collaboration bilaterally and multi-laterally between the entities. Individual areas would be identified, and specific working agreements will be arrived at. These areas would range from offering joint programmes, providing joint & dual degrees, teaching collaborations, and student & faculty exchanges to development of collaborative research programmes. These relationships will also help develop new-generation programmes and explore other collaborations in step with opportunities arising out of education reforms that are being ushered in by the Government.

Speaking on the occasion, Dr Ramdas Pai, Chancellor, Manipal University and Chairman, Manipal Education & Medical Group, said, 'We are delighted to sign the MoUs with the University of Melbourne and the University of Nottingham, which are not just programmatic, but broad-based in nature. Our clear focus is on transforming Manipal University into a world-class university in all respects, and these relationships will be mutually highly beneficial.' The MoUs also reflect the deep interest & commitment of the University of Melbourne and the University of Nottingham to India. Both these world-class universities bring to the table decades of excellence in academics and research. The MoUs signed today will translate into a number of joint programmes, which will be initially focused on India. Later, based on the experience gained, and mutual agreements, the MoUs will allow for programmes to be extended to other countries that Manipal Education is present in.

SMART acquires NextWindow

SMART Technologies, the world's leading provider of interactive whiteboards, announces the acquisition of New Zealand-based NextWindow (Next Holdings Limited), a leading designer and manufacturer of optical touch technology for integration into all-in-one computers, computer displays and large-format screens. The acquisition reinforces SMART's own investment in optical touch research and development, and combines the two companies' significant optical touch patent portfolios. The NextWindow acquisition is expected to have minimal impact on both businesses' day-to-day operations, offices and company structure. Both SMART and NextWindow are privately held companies. NextWindow supplies optical touch components to manufacturers of PCs and other interactive displays. Its touch components are used in PCs and monitors sold by Dell, Hewlett-Packard, Lenovo, Medion, NEC, Samsung and Sony. The acquisition extends SMART's current presence in the education, business and government sectors into the broader consumer market.

SMART is also expanding its business in Asia, where NextWindow has already been active. In the past year, NextWindow has developed an Asian presence in Singapore, Taiwan and Korea. 'SMART serves a range of markets, and it is timely to diversify our revenue base beyond the sectors we already serve,' says Nancy Knowlton, SMART's CEO. 'NextWindow's core values, business model, patent portfolio and focus on the consumer market make it an attractive acquisition for us.' 'We are combining two companies with complementary expertise and a remarkably similar culture focused on innovation and excellence,' says Al Monro, NextWindow's CEO. “NextWindow's development of optical touch technology complements SMART's efforts, and I'm delighted that we are becoming part of SMART.'

Ireland PM launches GeSCI’s operations in India

Prime Minister of Ireland Bertie Ahern has launched the operations in India of the Global e-School and Communities Initiative (GeSCI), a multilaterally funded organisation that supports enhancing the reach and quality of education through deployment of ICTs.

The Dublin-headquartered GeSCI, founded by the UN ICT Task Force, aims at facilitating attainment of the Millennium Development Goals, and would work in India at the national and state levels, assisting the government and other partners for implementing ICT in education strategies and programmes. It was an important UN initiative, of which Ireland was a founding member along with Sweden, Switzerland and Canada, and would add value to the initiatives in India. GeSCI will partner with Rajasthan government for implementing Rajasthan Education Initiative and was also in talks with other states, including Karnataka, for assisting in e-Schools programmes. Its plans include setting up of a Global Innovation Centre in India.

Microsoft Launches Technology Programme in Kenya

Microsoft Corporation has launched the Unlimited Potential programme in Kenya.

The programme is a global initiative, which focuses on providing technology skills through community-based technology and learning centres. The corporation will use the programme to empower at least 120,000 youths and adults in Kenya in software entrepreneurship and ICT skills over the next three years. Since Microsoft started the programme three years ago, it has distributed nearly US$50 million in cash and software to 45 countries in Africa, Asia, Europe, Latin America, Middle East and North America.

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