934 extractive question-and-answer pairs built from VC handbook Complete, published by ugc.gov.in. Every answer is a verbatim span of text the source prints, and each row carries the passage it sits in, its offset in that passage, the source quote, the page and the location in the document, so any row can be checked against the original. 648 of the 934 pairs (69.4%) are explanatory questions and 286 restate a figure. 98.82% of rows pass the corpus quality gate.
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https://www.desidata.in/api/datasets/vice-chancellor-handbook-question-and-answer-dataset/downloadDataset downloads are free. For Python or API downloads, sign in once and create a free DD token; set it as DD_TOKEN or save it in your notebook's secrets. Requests are linked to your account so your download history and counts stay accurate.
# One-time install: pip install desidata
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import desidata
df = desidata.load("vice-chancellor-handbook-question-and-answer-dataset")
df.head()Sign in with Google to download.
Strong coverage with minor gaps in documentation or freshness.
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First 10 of 939 rows
| question | answer | context | answer_start | question_type | knowledge_quality_score | source_quote | source_page | source_location | confidence | validation_status |
|---|---|---|---|---|---|---|---|---|---|---|
| What is the capability of higher educational institutions to address new challenges? | not well equipped to adequately and effectively respond to these new challenges | 3 Introduction 2018; entry of Private institutions and Foreign institutions; considerable increase in the per student expenditure in professional, postgraduate and research programmes; sizeable increase in the number of people willing to pay for higher education that provided them skills and competencies required for early employability in the expanding job market in the country; inadequacy of measures for equitable access to quality higher education for students coming from weaker sections of society, rural, tribal and hilly areas; decreased mobility of committed academic professionals seeking teaching positions across higher education institutions; serious concerns about implementing ‘effective autonomy’ of many HEIs strongly linked to academic, administrative and financial accountability, etc., The higher educational institutions were not well equipped to adequately and effectively respond to these new challenges. The pressure on the Institutions often manifests in the form of agitations, leading sometimes even to law and order issues in some universities. | 850 | definition | 1.000 | The higher educational institutions were not well equipped to adequately and effectively respond to these new challenges. | 14 | page=14,block=0 | 0.850 | valid |
| What are the responsibilities of a Registrar at a university? | responsible for the supervision and management of all administrative and operational functions of the university | As per the Central University Act, 2009, the first Registrar is appointed by the Visitor on the recommendation of the Senate/Executive Council for a period of five years. The Registrar is responsible for the supervision and management of all administrative and operational functions of the university. The Registrar is a full time and paid officer of the university and in charge of administration acting under the direct control of the | 188 | definition | 1.000 | The Registrar is responsible for the supervision and management of all administrative and operational functions of the university. | 95 | page=95,block=4 | 0.850 | valid |
| What is the role of a Finance Officer at a university? | the custodian of the finances of the university | The tenure of the Finance Officer is usually three to five years and he/she is full-time and salaried officer of the University. The Finance Officer is the custodian of the finances of the university. He maintains records of receipts and expenditures, prepares and compiles the budget, and organizes Finance Committee meeting. | 152 | definition | 1.000 | The Finance Officer is the custodian of the finances of the university. | 96 | page=96,block=3 | 0.850 | valid |
| What are API scores used for in academic institutions? | considered for appointments as well as for promotions for academic positions in the institutional academic hierarchy | The API takes into account the details on publications, research undertaken and seminars and conferences attended by the faculty members. API scores are considered for appointments as well as for promotions for academic positions in the institutional academic hierarchy. The National Assessment and Accreditation Council (NAAC) seeks data on PBAS from the institution during the process of accreditation, thus, strengthening the UGC mandate of improving the quality of HEIs. | 153 | definition | 1.000 | API scores are considered for appointments as well as for promotions for academic positions in the institutional academic hierarchy. | 192 | page=192,block=0 | 0.850 | valid |
| What role does the Director of NAAC hold? | the academic and administrative head of NAAC and is the Member- Secretary of both the GC and the EC | The Chairperson of the UGC is the President of the GC and the Chairperson of the EC is an eminent academician nominated by the President of GC (NAAC). The Director is the academic and administrative head of NAAC and is the Member- Secretary of both the GC and the EC. In addition to the statutory bodies that steer its policies and core staff to support its activities, NAAC is advised by the advisory and the consultative committees constituted from time to time. | 167 | definition | 1.000 | The Director is the academic and administrative head of NAAC and is the Member- Secretary of both the GC and the EC. | 195 | page=195,block=1 | 0.850 | valid |
| What is the purpose of the AISHE code (reference number)? | one of the requirements for Registration | All the institutions intending to apply for Assessment and Accreditation by NAAC need to mandatorily upload the information on All India Survey on Higher Education (AISHE) portal. AISHE code (reference number) is one of the requirements for Registration. | 213 | definition | 1.000 | AISHE code (reference number) is one of the requirements for Registration. | 202 | page=202,block=0 | 0.850 | valid |
| What does the term innovation ecosystem refer to? | a set of interactions amongst a diverse array of players who collectively contribute to the societal change | The innovation ecosystem is a set of interactions amongst a diverse array of players who collectively contribute to the societal change. These players include entrepreneurs and companies, academics and research scientists, funding organizations, both public and private, service providers such as legal experts, designers, contract vendors and others. | 28 | definition | 1.000 | The innovation ecosystem is a set of interactions amongst a diverse array of players who collectively contribute to the societal change. | 291 | page=291,block=3 | 0.850 | valid |
| What criteria must members of the search committee for Vice-Chancellors meet? | persons of eminence in the sphere of higher education and shall not be connected in any manner with the university concerned or its colleges | It also provided that Vice-Chancellors must be selected through proper identification of a panel of three to five names by a search committee through a public notification or a talent search process or in a combination. “The members of the search committee shall be persons of eminence in the sphere of higher education and shall not be connected in any manner with the university concerned or its colleges. While preparing the panel, the search committee must give proper weightage to academic excellence, exposure to the higher education system in the country and abroad, and adequate experience in academic and administrative governance | 266 | definition | 1.000 | “The members of the search committee shall be persons of eminence in the sphere of higher education and shall not be connected in any manner with the university concerned or its colleges. | 27 | page=27,block=0 | 0.700 | valid |
| What is the focus of leadership in the Corporate Culture of university governance? | the emphasis is on the leadership provided by the senior management, top-down planning and monitoring through performance indicators | Powar (2001) recognized four types of governance culture in universities: (a) The Corporate Culture where the emphasis is on the leadership provided by the senior management, top-down planning and monitoring through performance indicators; (b) The Enterprise Culture where there is a strong quality framework but considerable freedom for the individual to interact with external agencies and where results are expected; (c) The Bureaucratic Culture where there is a dominance of administration and committees; emphasis is on rules and precedent and also a desire for uniformity and stability; (d) The Collegial Culture where there is respect for the individual’s autonomy, freedom of expression, considerable devolution of authority, the dominance of academic committees and a tendency to be loose regarding procedures. | 106 | definition | 1.000 | Powar (2001) recognized four types of governance culture in universities: (a) The Corporate Culture where the emphasis is on the leadership provided by the senior management, top-down planning and monitoring through performance indicators; (b) The Enterprise Culture where there is a strong quality framework but considerable freedom for the individual to interact with external agencies and where results are expected; (c) The Bureaucratic Culture where there is a dominance of administration and committees; emphasis is on rules and precedent and also a desire for uniformity and stability; (d) | ||||
| What aspects are prioritized in the Bureaucratic Culture of university governance? | dominance of administration and committees; emphasis is on rules and precedent and also a desire for uniformity and stability | Powar (2001) recognized four types of governance culture in universities: (a) The Corporate Culture where the emphasis is on the leadership provided by the senior management, top-down planning and monitoring through performance indicators; (b) The Enterprise Culture where there is a strong quality framework but considerable freedom for the individual to interact with external agencies and where results are expected; (c) The Bureaucratic Culture where there is a dominance of administration and committees; emphasis is on rules and precedent and also a desire for uniformity and stability; (d) The Collegial Culture where there is respect for the individual’s autonomy, freedom of expression, considerable devolution of authority, the dominance of academic committees and a tendency to be loose regarding procedures. | 466 | definition | 1.000 | Powar (2001) recognized four types of governance culture in universities: (a) The Corporate Culture where the emphasis is on the leadership provided by the senior management, top-down planning and monitoring through performance indicators; (b) The Enterprise Culture where there is a strong quality framework but considerable freedom for the individual to interact with external agencies and where results are expected; (c) The Bureaucratic Culture where there is a dominance of administration and committees; emphasis is on rules and precedent and also a desire for uniformity and stability; (d) |
Read straight from the file — download or use the API URL for the full dataset.
| 32 |
| page=32,block=0 |
| 0.700 |
| valid |
| 32 |
| page=32,block=0 |
| 0.700 |
| valid |