Shillong,Nov 28: NEHU Vice Chancellor PS Shukla has sent his views on allegations against him and the University to the union secretary of education.
His replies to the queries below
Query 1: Declining University Rankings: A significant drop in the university’s ranking in
the National Institutional Ranking Framework (NIRF), which is attributed to alleged
administrative negligence.
Response 1:
Before my tenure, nearly 50% of the faculty positions at NEHU were vacant, which were
significantly affecting the university’s academic and research capabilities. In the recent recruitment drive, I recruited 95 new faculty members. This has not only strengthened our teaching and research capabilities but also contributed to a notable improvement in NEHU’s performance.
The positive impact of these efforts is evident in QS World University Rankings Asia, where
NEHU has achieved higher recognition. In 2024, NEHU earned a perfect score of 100 for its faculty-student indicator, showing my focus on high-quality teaching and academic standards.
Only two universities in India reached this level, with NEHU joining the University of
Agricultural Sciences, Bangalore. This top score shows my commitment to creating a positive environment in teaching and learning. Regarding the NIRF rankings, specific details are outlined below, parameter-wise:
1. Teaching, Learning & Resources (TLR):
The decline in NEHU’s ranking under the Teaching, Learning & Resources (TLR) parameter is due to several issues. The Faculty-Student Ratio (FSR) has performed very well, averaging 23.01 out of 25, due to the recruitment. The new recruitments are expected to improve this ratio
further in the next NIRF cycle. NEHU is already reflected in the QS World University
Rankings: Asia 2025, where we earned a perfect score of 100 for its FSR—one of only two Indian universities to achieve this. However, the Student Strength (SS) metric, which includes doctoral students, scored an average of 12.15 out of 20. The main reason behind this is the frequent class disruptions over the last one and a half years, caused by certain faculty members prioritizing personal benefits over the welfare of the university and its students.
2. Research and Professional Practice (RP):
The Research and Professional Practice (RP) parameter also needs attention. From 2019 to
2023, the Publications (PU) metric scored only 7.57 out of 35, showing low research output,
while the Quality of Publications (QP) scored slightly better at 8.24 out of 35. Unfortunately,
most of NEHU’s research and development efforts rely on a small group of dedicated faculty members. A significant number of those involved in the ongoing issues are underperforming and not actively participating in research, writing research papers, or proposing research grants.
3. Graduation Outcomes (GO):
Under the Graduation Outcomes (GO) parameter, NEHU performs well in academic outcomes, with University Examinations (GUE) scoring an average of 57.63 out of 60 from 2019–2023.
However, the score for Ph.D. graduations (GPHD) is much lower, averaging 18.14 out of 40.
As seen last year, these efforts are often disrupted by strikes and interruptions.
4. Outreach and Inclusivity (OI):
The Outreach and Inclusivity (OI) parameter shows both strengths and challenges.
NEHU’s Regional Diversity (RD) scores very poorly, with an average of 6.73 out of 30. This
is largely due to reservation policies that favour only local Meghalaya state students. For instance, in addition to CUET marks, students from Meghalaya are given an extra 10% advantage during admissions, which is not extended to students from other northeastern states.
Attempts to revise this policy faced strong opposition from local pressure groups, as well as some teachers and students. This policy has limited the intake of students from outside Meghalaya and reduced regional diversity. Similarly, due to such policy, the Economically and Socially Challenged Students (ESCS) metric scores were very low, at 1.24 out of 20.
5. Peer Perception:
The most important reason for significant drop in NIERF ranking is in the Peer
Perception parameter. Some office bearers of the teacher’s association, along with certain
teachers, have consistently shown malicious intent by spreading false and fabricated news
articles online and in local media. Their aim seems to be to harm the university’s reputation for their own personal gain, to gain political advantage and enter electoral politics. This has helped create a negative image of the university in the media. Strikes and protests led by the teachers’ association president disrupted academic activities and brought negative media attention,
damaging NEHU’s image among peers and employers. As a result, many potential students chose private universities in the region over NEHU. This has led to a sharp fall in Peer Perception scores, from an average of 23.81 (2020–2023) to just 3.16 in 2024. This is evident from the recent increase in admissions to private universities in Meghalaya and Assam, as students are choosing them over NEHU due to these ongoing disruptions.
request that the committee must collect the report from individual faculty members regarding their performance and contributions over the past five years. It will become clear that most of the R&D is being done by a small group of dedicated teachers who continue to contribute despite local challenges, including disruptions caused by various associations. Unfortunately,many of those involved in these disruptions are part of a larger group of underperforming faculties who are not contributing and damaging NEHU’s reputation.
Query 2: Controversial Appointments: Allegations of irregular appointments including the appointments of the Registrar and the Deputy Registrar, which are claimed to have contributed to the university’s inefficiency.
Response 2:
The entire recruitment process for all appointments, including those of the Registrar and Deputy Registrar, was conducted in strict compliance with established rules and regulations.
Each step adhered fully to the prescribed guidelines to uphold the highest standards of
transparency, fairness, and accountability. The screening and selection of candidates were
based on objective criteria such as qualifications, merit, and suitability for the role, leaving no room for compromise or irregularity. Regarding the appointment of the Registrar and the Deputy Registrar, it is important to clarify that they fully met the eligibility requirements as per
the prescribed norms. Their appointments were finalized only after a thorough evaluation by the Screening Committee, which carefully reviewed all aspects before the Selection Committee made its final decision.
As for the temporary assignment of the Controller of Examinations role to a local professor, this decision reflects my commitment to promoting and recognizing the capabilities of local talent. I have consistently tried to make sure that the university administration has inclusivity
and representation from all groups. In fact, since my appointment as Vice Chancellor, one of my first decisions was the selection of a tribal librarian for NEHU. Currently, out of the six senior administrative positions at the university (with my appointment made by the central governmentgovernment), three of the remaining five key positions—namely, the University Engineer, the Controller of Examinations, and the Librarian—are held by individuals from the tribal community.
The claim that the university administration is inefficient is not true. Under my leadership,
NEHU has made significant progress in academics, administration, and research. I have tried to improve processes, ensure transparency in governance, and work hard to enhance the university’s performance. Key initiatives include the establishment of centers for IPR, MOOCs, and NTA, as well as the development of the Golden Jubilee Auditorium and the Office of International Affairs at the Shillong campus. At the Tura campus, start-ups and training programs have been launched, actively involving local farmers, while several training
initiatives have been conducted in Jowai area under the Pt. Deen Dayal Upadhyay
Community College. These efforts have significantly benefited local farmers, equipping them with skills and opportunities for better livelihoods.
Query 3: Infrastructural Neglect: Reports of poor maintenance and neglect of basic
amenities and infrastructure, adversely affecting the academic environment and student welfare.
Response 3:
Being in the northeast region, while there are some infrastructure challenges, I have taken
significant steps to address them. The recent appointment of a local university engineer is a
proactive move to oversee and resolve these issues. He is currently assessing the situation and is making the necessary decisions. Some problems may not be as serious as they are presented, but the administration is fully attentive to genuine concerns and is working diligently to address them.
Since my appointment, NEHU has secured significant amount of funds from the central
government for infrastructure development. Currently, hostels are under construction in Jowai, Tura, and on the main campus. Residential facilities and academic buildings have also been approved and assigned to the CPWD for construction. While some delays have occurred, the CPWD has assured us that all the projects will be completed soon. Road construction projects have also been commissioned to the CPWD, and work is in progress. Details of the work are provided below.
1. A total of six projects—five at the Shillong main campus and one at DDUCC, Jowai—
have been outsourced to CPWD Shillong under the EWS scheme at a total cost of
approximately Rs 78 crore. After obtaining approval from the Building Committee and
Executive Council, the Administrative Approval and Expenditure Sanction (A/A & E/S)
were forwarded to CPWD in March 2023. An initial amount of Rs 25 crore was received
from the Ministry and promptly deposited with CPWD. We are currently awaiting the
next installment of funds from the Ministry, after which the listed works for the Tura
campus will also be initiated. CPWD has completed the necessary formalities and
awarded all the contracts to various contractors. Work at DDUCC, Jowai, is already
underway, while at the Shillong campus, work is pending clearance for tree cutting from
the Ministry. All required formalities have been completed, and final permission is
expected soon.
2. For repairing and resurfacing internal roads on the Shillong campus, Rs 5.15 crore was
deposited with CPWD in March 2024. However, due to the model code of conduct for the 2024 parliamentary elections and the monsoon season, the work could not be
initiated. The road repairs and resurfacing are expected to begin shortly.
3. Regarding hostel repairs, the Campus Development Department floated tenders in early 2024. However, the rates quoted by participants exceeded acceptable limits. After
analyzing the issue, the university decided to adopt the Delhi Schedule of Rates (DSR)
instead of the PWD Meghalaya schedule. This change was approved by the Building
Committee and is set to be presented to the Executive Council for final approval.
Details of the funds allocated for infrastructure development at NEHU are outlined in the Table below. All additional details are available with the Campus Development Department, NEHU,
but I do not have access to it at this moment.
I am committed to making sure that public funds, which come from taxpayers, are used
responsibly and transparently. To maintain the highest standard of accountability and trust, I
have ensured that all infrastructure projects are managed by the CPWD, leaving no room for private individuals or firms to claim undue financial benefits.
Query 4: Non-responsiveness of the Vice-Chancellor: Multiple complaints and
memoranda from student bodies, including demands for essential reforms, have
reportedly been ignored by the Vice-Chancellor.
Response 4:
I want to assure everyone that the administration takes student welfare very seriously and is fully committed to addressing their concerns quickly. Issues raised by individual students or student bodies—such as drinking water, hostel repairs, library facilities, Wi-Fi, transportation, sports facilities, or other important matters—are treated as top priorities. Every complaint or memorandum is carefully reviewed, and we take immediate steps to resolve the issues as best
of our ability.
The administration never ignore student demands. We maintain open communication with students to ensure their voices are heard. Regular interactions are held to understand their needs and expectations better. We actively work to create a supportive and responsive environment, solving problems while also improving facilities and infrastructure. I am fully committed to
improving student life at NEHU and ensuring the university provides a safe, inclusive, and
enriching environment for all students”.
