LAHORE GARRISON

UNIVERSITY STRATEGIC PLAN

2022 - 2026

LGU BY 2026

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Sr. No THEME

1. Excellence in Education

2. Quality Research

3. Human Capital

4. Engagement & Partnership

5. Resources

6. Beyond 2026
1. Excellence • Through "a commitment to the personal education of each
student, we will provide quality education and experience
in Education which equips students with the values, skills and intellectual
discipline that will enable them to make a positive"
contribution to society.

• To promote research excellence and culture that "enhances

the lives of people, solving real-world problems through an
2. Quality extensive network of partnerships and collaborations. The
Research breadth of our research and the connections between
disciplines drive advancement in knowledge, understanding,
innovation and creativity.

• People are the foundation of the "University’s success and

the quality of our academic, research, professional and
3. Human support staff is critical to our future. In order for LGU to"
promote research and teaching "we must continue to
Capital attract, recruit and support talented individuals and provide
a diverse, inclusive, fair and open environment that allows
staff to grow" and flourish.

• By enhancing the public engagement, knowledge exchange

and innovation culture of the University, we aim to ensure
4.Engagement that our research and education benefit wider public in the
& Partnership country, across the region and globally. To this end we will
work in partnership with public, private, voluntary and
commercial organizations, students and our alumni.

• LGU "benefits from the careful stewardship of resources by

ensuring that the University remains both financially and
environmentally sustainable into the future is critical.
5. Resources Enhancing the efficiency and effectiveness of our support
services by simplifying systems and working together more
collaboratively will be key to delivering a sustainable
platform to underpin our education" and research.

6. Beyon • Sustaining for success after 2026. Achieving the next

milestone of the LGU 2022 strategic plan, LGU will prepare
d 2026 strong foundations to continue its success beyond 2026.
SWOT ANALYSIS
STRENGTHS WEAKNESSES
1. Young, dynamic, and dedicated faculty 1. Relatively less number of trained Ph.D.
2. Learner centric approach Faculty

3. Strong emphasis on faculty development 2. Few numbers of high impact factor

in the modern fields of language, culture publications in literature, language.
and teaching of English. 3. Academia-Industry linkage to be
4. Continuous up-gradation of Curricula strengthened

5. Free education for deserving students 4. No PhD program is offered .

6. Self-Sustenance 5. Space constraints

7.  Broad engagement with literature and 6. LGU Journals to have international

culture. indexing.

8. Working at the forefront of the national 7. Underutilization of resources

drive to embrace diversity in literature and 8. Fewer research grants
9. Lack of access to International E journals
language.
and E libraries.
9. Contemporary trends in education to train
individuals.
OPPORTUNITIES THREATS
1. Establish new as well as strengthen existing 1. Attracting and retaining qualified faculty
national and international linkages 2. Rapid changes in different related to
2. Increase in the number of educational linguistics. disciplines
aspirations. 3. Getting main avenues for student
3. Collaborations with national and placements in CoVID 19 affected economy.
international universities. 4. Non-availability of Funding and Grants
4. Faculty Exchange programs with from the Government or other relevant
international Universities. Funding Agencies
5. Growing market faster than the number of 5. Lack of Theatrical equipment delimits the
seats in the university. learning and interpretation of literature.
6. Students are encouraged to embrace
creative writing, comparative literature,
linguistics, rhetoric and composition.
 THEME ONE: EXCELLENCE IN EDUCATION
SC1. To equip the students multi-dimensionally in Academic as well
as Non Academic domains.
SC2. Provision of Equal opportunities to students within the
department.
SC3. To admit students from all backgrounds with good academic
potential and the ability to benefit from modern techniques and trends
in English language and literature.
SC4. To retain and continuously refresh the idealistic University’s
flourishing academic environment.
EDUCATION PRIORITIES
1. Set ambitious targets by March 2022 to substantially increase by
2022/2023/2024/2025/2026 the number of undergraduate places offered to students from
groups who are currently under-represented at LGU.
2. Aim to increase by 2026 undergraduate student intake by up to 200 a year, with a focus on
strategically important subject areas including language, culture and education.
3. Aim to create by 2026 an additional 100 graduate scholarships.
4. Aim to increase by 2026 postgraduate taught student intake by up to 25 a year and
postgraduate research student intake by up to 50 a year, while maintaining quality.
5. Aim to offer by 2026 an additional 500 funded internships for students at BS English and M.Phil.
levels.

6. By 2025, Lahore Garrison University will be a leader in small-size universities in assessing,

measuring, and communicating evidence of the quality and rigor of student learning
outcomes.
 7. By 2026 LGU will be the regions preferred university for students, offering an outstanding
campus life and academic experience in the heart of Lahore city.
8. By 2024 LGU will create a campus environment, including a digital environment that treats
LGU students as individuals, builds on the collective capability of the students, nourishes
their intellectual curiosity, supports their success, and protects their welfare.
9. Deliver academically rigorous, inspiring courses that are enriched by leading research and
distinguished from other universities by their small classes, quality teaching, and flexible,
interactive delivery.

10. To equip undergraduate and postgraduate students with entrepreneurial mindset and skills
with better coordination of resources and human capital in teaching and mentoring for
entrepreneurship.
11. To establish LGU literary School with provision of high quality business education and
research.
12. To establish Garrison Counselling Center (GCC) that offers students a variety of counselling
support including individual and group counselling sessions and workshops.
IMPLEMENTATION TIMELINE THEME
I EXCELLENCE IN EDUCATION
PRIORITIES 2022 2023 2024 2025 2026
JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC
Q2
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P15
THEME TWO: QUALITY RESEARCH
THEME Quality Research

To promote research excellence and culture that enhances the lives of

people, solving real-world problems through an extensive network of
STRATEGIC DIRECTION partnerships and collaborations. The breadth of our research and the
connections between disciplines drive advancement in knowledge,
understanding, innovation, and creativity.

Commitment 1. To promote and enable aspiring research of exceptional quality.

Commitment 2. To invest in people, to support them and their research environment,

thereby enabling the research endeavor to grow sustainably.

Commitment 3. Conducting research that transforms society and creates national

capability.

RESEARCH PRIORITIES
1. We will use innovative methods and enhance the opportunities to attract and support
outstanding early and mid-career researchers to renew the University and ensure the next
generation of academic expertise is supported to succeed.
2. Invest substantially in the research environment, both human and physical (including the
estate, libraries, collections, equipment, and IT) by 2026.
3. Increase the scale and scope of our central research fund to grow our research capacity and
take major research funding initiatives.
4. Engage with businesses, NGOs, and others to grow the volume and value of non-public
sector- funded research on a sustainable basis.
5. Continue to broaden and invest in our innovation activities and foster the entrepreneurial
environment for staff and students.
6. We will focus resources on the fundamental research areas while ensuring simplified and
quality systems and services support all research activity and collaboration.
7. LGU will partner with diverse communities to incorporate indigenous knowledge and
culture into our research and teaching programs and work together to strengthen the
cultural, social, economic, and political strengths which we can all learn from.
8. By 2026 LGU will create nationally and internationally significant research infrastructure and
make it accessible to all.
9. By 2026 LGU will translate and communicate our research and knowledge into a wide range
of societal benefits.
 10. Shape the national and global debates through the work of leading experts and public
intellectuals.
11. Build research capacity focused on key research themes able to support strong local and
national capability concerning key global challenges and worldwide challenge research
programs.
12. By 2026 LGU research will build doctoral programs that incorporate access to international
and industry partnerships and graduate research training, and develop new programs with
partners to understand and provide solutions to key global challenges through networks of
excellence.
13. Establish a research management unit (RMU) in all faculties, to systematically support
research.

IMPLEMENTATION TIMELINE THEME

II QUALITY RESEARCH
PRIORITIES 2022 2023 2024 2025 2026
JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC
Q2
Q1 Q2 Q1 Q2 Q1 Q2 Q1 Q1 Q2

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THEME THREE: HUMAN CAPITAL
LGU will continue to attract, develop and retain the best academic and professional staff and
support them to achieve excellence. Our Human Resources policies and processes provide the
framework for departments and faculties to support their people and to respond to the ever-
changing external environment. We will support initiatives to foster a skilled workforce that can
respond to the University’s needs and priorities and offers clear and attractive career paths.

THEME Human Capital

People “are the foundation of the University’s success and the quality
of our academic, research, professional, and support staff is critical to
our future. For LGU to promote research and teaching we must
STRATEGIC DIRECTION
continue to attract, recruit and support talented individuals and
provide a diverse, inclusive, fair, and open environment that allows
staff to grow” and flourish.

Commitment 1. To attract, recruit and retain the highest caliber staff.

Commitment 2. To work towards an increasingly diverse staffing profile.

Commitment 3. To support staff in personal and professional development.

HUMAN CAPITAL PRIORITIES

1. Embed a supportive, inclusive culture and increase the diversity of University staff at all
levels through the implementation of our action plans such as workplace equality and
employer of choice.
2. Ensure that LGU remains an attractive place to work, taking into consideration the work
environment, culture, child care, perceived organizational support, pensions and salary.
3. Create a policy and practice environment that is supportive of wellbeing, where
responsibility for wellbeing is shared and owned by all.
4. Put in place creative and consistent measures to help our staff to balance competing
demands on their time, both within their roles and between their working and home lives,
including developing our childcare provision and flexible working policies, and enabling
academic staff to vary their duties throughout their career.
5. Review and improve our current arrangements to support the personal and career
development of all staff through effective performance management and appraisal system.
6. By 2026, Lahore Garrison University will increase the number of full-time faculty to 400
including the Ph.D. faculty strength to 50% to accommodate academic program expansion.
7. By 2025, LGU will design innovative pedagogical and technological training for faculty and
deliver such training by multiple modalities.
 8. By 2024, LGU will engage adjunct and visiting faculty through enhanced communication,
effective orientation, and continuing professional development.
9. By 2025, LGU will develop faculty exchange programs among affiliates based on discipline-
specific expertise.
10. LGU will have zero tolerance for behaviour that falls below our standards and contravenes
our values, and effectively and justly deal with such behaviour when it occurs.
11. Develop relevant HR policies to support staff retention, nurturing, engagement, high
internal and external motivation and job satisfaction.
IMPLEMENTATION TIMELINE THEME III
HUMAN CAPITAL
PRIORITIES 2022 2023 2024 2025 2026
JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC
Q2
Q1 Q2 Q1 Q2 Q1 Q2 Q1 Q1 Q2

P1
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THEME FOUR: ENGAGEMENT AND PARTNERSHIP
THEME Engagement and Partnership

By “enhancing the public engagement, knowledge exchange, and

innovation culture of the University, we aim to ensure that our
STRATEGIC DIRECTION research and education benefit the wider public in the region, across
the country, and globally. To this end, we will work in partnership with
public, private, voluntary, and commercial organizations, and our
“alumni.
Commitment 1. To work with partners to create a reputable regional innovation
ecosystem.

Commitment 2. To “build a stronger and more constructive relationship with our local
and regional community”.
To engage with the public and policymakers to shape our research and
Commitment 3. education and to encourage the widest possible use of our research
findings and expertise.
Through our international engagement, the University will aim to
Commitment 4. maximize the global social, cultural, and economic benefit derived from
our research and scholarship.

ENGAGEMENT AND PARTNERSHIP PRIORITIES

1. Continued investment in digital tools and infrastructure to gain an open scholarship and
support open access to collections and research data outputs.
2. Continue to improve the breadth and depth of public engagement through events and
programs delivered through multiple mechanisms, including the academic divisions and the
libraries.
3. Expand strategic international education and research collaborations.
4. Support and expand international mobility opportunities for undergraduate and
postgraduate students including non-term time internships and on-course opportunities to
study, undertake research or gain work experience abroad through internationalization.
5. Inform, empower and mobilize alumni to become more knowledgeable and involved in
support of the wider University.
6. By 2024 and onwards, Lahore Garrison University support students by extending the
learning environment to anytime, anyplace with appropriate digital technologies including
e-texts and mobile devices.
7. By 2026, the ORIC attain Rs.20 million in grant funding and contracts, including national
peer- reviewed opportunities.
8. Make direct engagement between students and industry and government partners,
including projects and internships, integral to an LGU education through work-integrated
learning and enterprising experience.
 9. LGU will support research translation and embedded graduate research teams through
deep industry partnerships and a well-designed industry partnership program.
10. LGU will develop opportunities for staff, students, and alumni to conceive and launch a new
enterprise and social enterprise projects through commercialization and enterprise.
11. LGU will expand professional and lifelong learning opportunities for alumni and through
industry partners and professional education programs.
12. To change students’ paradigm towards entrepreneurship by promoting the development of
student startups that can be used as role models or success stories.

IMPLEMENTATION TIMELINE THEME

IV ENGAGEMENT & PARTNERSHIP
PRIORITIES 2022 2023 2024 2025 2026
JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC
Q2
Q1 Q2 Q1 Q2 Q1 Q2 Q1 Q1 Q2

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THEME FIVE: RESOURCES
THEME Resources

LGU “benefits from the careful stewardship of resources by ensuring

that the University remains both financially and environmentally
STRATEGIC sustainable into the future is critical. Enhancing the efficiency and
DIRECTION effectiveness of our support services by simplifying systems and working
together more collaboratively will be key to delivering a sustainable
platform to underpin our education” and research.

Commitment 1. To manage our financial resources to ensure the University’s long-term

sustainability.
To ensure that our estate provides an environment that promotes high
Commitment 2. quality research and education whilst minimizing our environmental
impact, conserving our built environment, and improving our space
utilization.
To continue to invest in our information technology capability to
Commitment 3. enhance the quality of our research and education and to streamline our
administrative processes.
Commitment 4. To raise funds to support the very best students, invest in our staff and
their work, and provide new resources and” infrastructure.

RESOURCES PRIORITIES
1. Diversify sources of income and investment through partnership with the private sector,
commercial activities, philanthropy, and the breadth of sources of research funding.
2. Through the Focus program deliver service and process improvements to allow the
continued growth in research and education without an equivalent growth in service costs.
3. By 2026, LGU will achieve an endowment of Rupees 100 million.
4. By 2026, LGU will effectively manage its resources and maximize its institutional capacity in
order to provide educational access and services to the broadest possible student”
population.
5. To generate income by the increase in students enrollment to 1000 by November 2022 intake
(a) UG - To generate Rupees 200 million for the first year and increase ten (10) percent in
the following five (5) years (2022- 2026); (b) PG - To generate Rupees 100 million for the
first year and increase ten (10) percent in the following five (5) year (2022-2026).
6. By 2026, LGU will redefine the structure, resources, and facilities support of its operations
to address the changing needs of a student population that takes the majority of its
academic courses online.
7. By 2025, LGU will increase its enrollment to achieve a Full-time Equivalent (FTE) enrollment
of 10,000 students.
 8. By 2024, LGU University will establish leadership in environmental sustainability through a
process of continuous improvement that incorporates environmental consciousness,
economic viability, and social responsibility.
9. By 2024, LGU will fund all growth and facilities projects (DFRSC, Labs, Library etc) with
current fund cash and will maintain a balance sheet free of long-term debt.
10. LGU will ensure diversification of key revenue sources by reducing dependence on HEC and
government for research grant income and increasing the range of teaching and research
modes from which education income is derived.
11. LGU will ensure its ability to maintain an operating surplus sufficient to ensure the quality of
education, research, and services; and invest in new knowledge, new curriculum, and new
modes of operating that make a positive impact on our society and our communities.
12. LGU will strengthen the foundation to provide long-term capacity to provide scholarship
assistance to students affected by disadvantage and to support new ventures contributing
to the betterment and wellbeing of our communities.
13. Effective commitment to the sustainable development goals, including the governance to
oversee action against key goals and successful implementation of major infrastructure or
system change.
14. Coordinated governance structures to ensure effective oversight and alignment of
controlled and associated entities, joint ventures, and alliances to meet strategic goals.

IMPLEMENTATION TIMELINE THEME V

RESOURCES
PRIORITIES 2022 2023 2024 2025 2026
JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC JAN – JUN JUL – DEC
Q2
Q1 Q2 Q1 Q2 Q1 Q2 Q1 Q1 Q2

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THEME SIX: BEYOND 2026
THEME Trends Beyond 2026

Sustaining for success after 2026. Achieving the next milestone of the
STRATEGIC
LGU 2022 strategic plan, LGU will prepare strong foundations to
DIRECTION
continue its success beyond 2026.

Commitment 1. Key trends, technologies and practices shaping the future of higher
education will be continuously explored.
To “offer curricula that will provide opportunities for students to learn in
Commitment 2. a multitasking online environment that will replicate multiple streams of
simultaneous information in the” workplace.
To extend the learning environment beyond the classroom to reach
Commitment 3. students where they live and work through continuous update
technologies.
Commitment 4. To enhance learning environments that simulate real-world situations
with updated technology and state of art laboratories.

BEYOND 2026 PRIORITIES

1. By 2026, LGU will survey its key external constituents and employer groups, and
disseminate the data widely to the University community to inform ongoing academic and
student service planning and implementation . This will ensure gaining valuable information
in sustaining the success beyond 2026.
2. LGU will establish pathways between all affiliates to support the progress of students
through their educational careers.
3. By 2026, LGU will develop faculty exchange programs among international affiliates based
on discipline-specific expertise . This will ensure academic success beyond 2026.
4. The University will also further its attempts to emerge as a collaboration base for overseas
researchers in Pakistan. It intends to deepen its research networks across a variety of
disciplines within the country and with research Universities around the world through a
continuous focus on arranging international conferences, symposiums, and seminars. For
attaining this, it resolves to create a sound infrastructure and state-of-the-art amenities.
5. Beyond 2026 LGU would like to foster technology so that it plays a key and role in cataloging
and managing the extensive resources of the library systems with the intent to preserve and
enhance them. This would make them more accessible and user-friendly.
6. LGU will focus more on blended learning, distance learning, online quality learning, data
analytics and Artificial Intelligence as emerging trends in higher education landscape beyond
2025
IMPLEMENTATION OF STRATEGIC PLAN LGU2026
The strategic plan will be implemented at two levels: the university level and the Departmental
level. The goals shall be implemented at the university level by the top leadership of the
university, i.e., Vice-Chancellor, Deans, Registrar, Directors, and the Treasurer. They will
mobilize resources, human and financial to achieve the goals and will be closely involved in the
plan implementation.
Monitoring of plan implementation will be done at both the university and departmental levels.
At the university level, the plan will be implemented and closely monitored by a core team
(Director Academics, Dean Social Sciences, Dean Basic Sciences, Director QEC, and Registrar)
that will meet in six months and review the progress. Besides, at the departmental level, the
faculty deans will hold review meetings with Departmental Committee on a three-monthly basis
and will facilitate the proper implementation of the strategic plan.

Figure: Closed-loop monitoring of strategic plan of the university

 THEMES Overall Responsibility Monitoring
THEME I – EXCELLENCE IN EDUCATION Director Academics, All Deans, 3- 6-12 months
Sub Group 1 and Director QEC
THEME II – QUALITY RESEARCH Director ORIC, All Deans 3- 6-12 months
Sub Group 2
THEME III – HUMAN CAPITAL Director HR, All Deans & 3- 6-12 months
Sub Group 3 Directors
THEME IV – ENGAGEMENT & Director Student Affairs and 3- 6-12 months
PARTNERSHIP Director ORIC
Sub Group 4
THEME V – RESOURCES Director Internal Audit, 3- 6-12 months
Sub Group 5 Director Planning, Director IT
THEME VI – TRENDS BEYOND 2026 Director Academics, Dean 3- 6-12 months
Sub Group 6 Basic, and Dean Social sciences

MEASURE OF SUCCESS

THEMES Overall Monitoring Measure of Success (Priorities)

Responsibility Deteriorated Maintained Improved
THEME I Director 3- 6-12
EXCELLENCE IN Academics, All months
EDUCATION Deans, and P1 – P15
Sub Group 1 Director QEC
THEME II Director ORIC, 3- 6-12
QUALITY RESEARCH All Deans month
Sub Group 2 P1 – P13
THEME III Director HR, All 3- 6-12
HUMAN CAPITAL Deans & months
Sub Group 3 Directors P1 – P10
THEME IV Director 3- 6-12
ENGAGEMENT & Student Affairs months
PARTNERSHIP and Director P1 – P11
Sub Group 4 ORIC
THEME V Director 3- 6-12
RESOURCES Internal Audit, months
Sub Group 5 Director P1 – P14
Planning,
Director IT
THEME VI – TRENDS Director 3- 6-12
BEYOND 2026 Academics, All months
Sub Group 6 Deans P1 – P5