Chapter 1 Two Faces of India
1.1. Bright Face of India
1.2. Dark Face of India
1.3. What it Indicates?
Chapter 2 Knowledge Society, GER& Young Population
2.1. Knowledge Based Society
2.2. GER and Young Population
Chapter 3 World Class University
3.1. Research Focus and Global Ranking
3.2. No Universal Recipe
3.3. Characteristics of WCU
3.4. Financial Aspects of WCU
3.5. The Goal is Far Away
Chapter 4 Affordable Education

Chapter 5 Hurdles for Revenue Generation
5.1. Absence of a Philanthropic Culture
5.2. Not-For-Profit, Not in Share Market, Tax Exemption
5.3. FDI Investment
5.4. Patent Law
5.5. Artificial “Not for Profit” Status
Chapter 6 Funding from Government, Industry & Society
6.1. Government Research Funding
6.2. Foreign Funding
6.2.1. International Funding Organizations
6.2.2. Foreign Government Funding Options
6.2.3. Foreign Non-Governmental Funding Organizations
6.2.4. Proposed Foreign University Bill
6.2.5. FDI Investment in R&D
6.3. Industry R&D Funding
6.3.1. R&D: Mainly Business Funded
6.3.2. Declining Public Funding
6.3.3. Motto of Industry Funding
6.3.4. Industry Driven Applied Research and Time to Market
6.3.5. Taping Industry Funding: Tune In To Industry Needs
6.3.6. Examples
6.3.7. Conflicting Objectives and Balancing of Interests
6.3.8. Indian Context
6.3.9. Corporate Sector Can Start Technical Campuses
6.3.10. Proposed PPP Model for HEI
6.4. Development of Faculty, Infrastructure, Facilities and Sports Activities
6.5. Endowment, Gifts & Donations
6.5.1. What is an Endowment?
6.5.2. Scenario at Developed Countries
6.5.3. Indian Scenario
6.5.4. Endowment for Classrooms and Buildings, Laboratories, Auditorium, Sport Complex
6.5.5. Endowed Chair Professorship, Fellowships, Scholarships
6.5.6. Endowment for Individual Courses and Degree
6.5.7. Sponsored Events
6.5.8. Funding for Clubs, Special Interest Groups, COE
6.5.9. Donation to Long Term Investment
Chapter 7 Fund Raising
7.1. Most Attractive Market but Less Investment by PE& VC
7.2. Obstacles and Risk Factors
7.3. Indian Context
7.3.1. Private Equity (PE)
7.3.1.1. Higher Education
7.3.1.2. Other Education Sector
7.3.2. Venture Capital (VC)
7.3.2.1. Higher Education
7.3.2.2. Other Education Sector
7.4. PE Investment Through FDI Route
Chapter 8 Revenue Generation
8.1. Royalty from Patents and Publications, Incubation Centers & Technology Transfer
8.1.1. Technology Transfer
8.1.2. What is Patent?
8.1.3. Incubation Centers
8.1.4. Financial Benefits
8.1.5. Indian Context
8.2. Executive education or Short Term Training Programs
8.3. Scaling Up Modes
8.3.1. E-learning Revenue Generation
8.3.2. Overseas Campus
8.3.3. Collaboration with Foreign Universities
8.3.4. Multi Campus
8.3.5. Foreign Students
8.3.6. Franchise or Licensing
8.3.7. Academic Industry Partnership Courses
8.3.8. Meta University
8.3.9. Non-Degree Programs
8.3.10. University Innovation Clusters
8.3.11. Cluster College University
8.3.12. Expansion of Service Sector
8.4. Consultancy Revenue
8.5. Smart Business Strategies
8.5.1. Tuition Fee Structure
8.5.2. Invest in Website
8.5.3. Boost Enrollment
8.5.4. Earn while Learn
8.5.5. Students Fund Management
8.5.6. Selection of Disciplines
8.5.7. Use Social Media to Attract Students
8.5.8. Effective Student Services Center
8.5.9. No Distinction between Online and Regular Degrees
8.5.10. Innovative Competitions
8.5.11. Mobile Plans
8.5.12. Entrance Test
8.5.13. Selection of Location Matters
8.5.14. Meeting Charges
8.6. On Campus Business
8.6.1. Accommodation
8.6.2. Campus Catering Service
8.6.3. Mall
8.6.4. Book Stores
8.6.5. Partner With Booksellers
8.6.6. Partner With Discount Smart Card Company
8.6.7. Power Generation
8.6.8. Internet Business
8.6.9. Premises Rent
8.6.10. Spare Capacity Utilization
8.6.11. Custom publishing
8.6.12. Research for Local Businesses
8.6.13. Insurance
8.6.14. Surplus Selloff
8.6.15. Movie Theatres
8.6.16. Alternative Energy Sources
8.6.17. Software Development Division
8.7. Off Campus Business
8.7.1. Advertisement
8.7.2. Property Revenue
8.7.3. Hotel Business
8.7.4. Natural Gas Wells
8.7.5. Phone Company
8.7.6. Chain of Hospitals
8.7.7. TV Channels, Radio and Magazine
8.7.8. Manufacturing
8.7.9. Information Security Services
8.7.10. Fully-owned Subsidiary
8.7.11. Estates Activities
Chapter 9 Cost Saving Strategies
9.1. Curriculum Design
9.1.1. Faculty-Student Ratio
9.1.2. Subjects per Semester
9.1.3. Hybrid Degree
9.1.4. Improved Academic Workload Management
9.2. Information Technology
9.2.1. Reduce Computer Labs with BYOD Environment
9.2.2. Campus Management Integrated System
9.2.3. Video Conferencing and Collaboration Tools
9.2.4. Surveillance Camera
9.2.5. Wireless Parking Payment System
9.2.6. Internet Connectivity Outside Campus
9.2.7. VoIP
9.2.8. Use Google
9.2.9. Text Messaging
9.2.10. Paperless Environment
9.2.11. Computer based Paperless Examination System
9.2.12. Document Management System
9.2.13. Use of E-books and E-Library
9.2.14. Computerization and Smart Card
9.2.15. E-Billing and E-Banking System
9.2.16. Network Control
9.2.17. Less Expensive Computers for Web Browsing
9.2.18. Cloud Computing, Thin Client and Virtual Servers
9.2.19. Open Source Software
9.2.20. Choice of Equipment or Technology
9.2.21. Discard Outdated Technology
9.2.22. Reduce Cluster Computers
9.2.23. Replacement Cycle
9.2.24. Skype
9.2.25. Network Printer
9.2.26. Computer Settings
9.2.27. Font Century Gothic Save 30% Ink
9.2.28. Online Classes
9.3. Energy Saving
9.3.1. Use Room Lighting Control Devices
9.3.2. Automate Power Controls
9.3.3. Manual or Simple Techniques
9.4. Resource Management
9.4.1. Restriction on Printing
9.4.2. Categorization of Hostel Rooms
9.4.3. Close Unused Parts of the Campus
9.4.4. Competition to Reduce Water & Electricity Consumption
9.4.5. Reduce Transportation Cost
9.4.6. Waste Management
9.4.7. Save Water
9.4.8. Collective Buying Groups
9.4.9. Charges for Sponsored Research
9.4.10. Proper and Timely Maintenance
9.4.11. Outsourcing and In-Sourcing
9.4.12. Hire Students or Self Service
9.4.13. Water Purification
9.4.14. Cautious Purchasing
9.4.15. Restructuring of Academic Units
9.4.16. Centralising Services
Chapter 10 Investment and Fund Management
10.1. Fund Management Division or Company of University
10.2. University Fund Management Divisions
10.3. University Owned Fund Management Companies
10.4. Indian Context
Chapter 11 SAP Model for HE
11.1 “Student as a Product (SAP)” Model for HEI
11.2. Role of Student in Higher Education Institute
11.3. All Beneficiaries not Sharing Financial Burden
11.4. SAP Model
11.4.1. Concept
11.4.2. Affordable Fees Scheme
11.4.3. Increase Revenue
11.4.4. Advantages of SAP Model
Chapter 12 Concluding Remarks

References

Index

Preface
The GDP, PPP, KEI ranking shows that the Knowledge Based Economy is an essential factor for becoming developed nation. Germany and Japan have minimal natural resources but still they are worlds 4th and 5th strongest economies since they developed strong knowledge based societies.

The 50 top ranking World Class Universities got more than $1 Billion endowment per year. In 2012, Harvard and Yale Universities had endowment fundsof $31.72 Billion (Rs 171,288 Crore) and $19.37 Billion (Rs 104,598 Crore) respectively.In India, under 12th Five Year Plan the total Plan allocation for the Department of Higher Education is Rs.110,700 Crore. That is, less than the endowment fund of one top ranking university in USA. The Life Insurance Corporation (LIC) has largest financial assets in India. The LIC’s total estimated assets are Rs 13.25 trillion (US$241.15 billion). That is, Harvard University has 13% funds as compared to LIC. Thus it is clear that it is impossible to develop the World Class Universities in India with the help of government support or student fees.

The pressure of the Global competition ultimately forces the higher education institutes to enhance the standards. This results in huge financial pressure, which is not sustainable. Forcefully these institutes transfer this pressure to student community. Thus the higher education is not affordable throughout world.

As per Ernst& Young-FICCI Higher Education Survey 2009, the majority of HEIs in India are nether eligible for government funding nor getting any endowment and totally dependent on students fees. The research and consultancy accounted for less than 20 percent of their total fund flow.

It seems that, the old higher education and revenue generation model is unable to mention pace with the demands of 21st centuries and helplessly shifting financial burden to student community.

To resolve this global issue, hundreds of universities throughout the world are trying desperately. Many of them have successfully adopted innovative financial practices. Thus in this book, I have quoted, the Best Sustainable Financial Practices adopted by these universities for Funding, Fund raising, Revenue Generation & Cost Saving, which will certainly help to reduce the financial burden of student community.

In addition to this, I have suggested, the new Sustainable Financial Model “Student as a Product (SAP)” for higher education institutes and universities.

I have compiled this information in the form of book for national interest. How to generate and increase revenue is always a big question in front of all the academicians. To help them to find this information at one place, I have put these efforts. The credit of each point mentioned here goes to respective authors mentioned in references. To provide current useful information, every year I would like to publish the updated and revised edition of this book.

I have taken maximum care to give the authentic information but in case at some place, if you found some discrepancies then forgive me and help me to correct it in next edition of this book.

In this book the initial five chapters shows the importance of funding for higher education sector and rest of the book reveals the trade secrets.