governance development plan - college of …ceadoor.ihrd.ac.in/docs/governance plan.pdf ·...
TRANSCRIPT
G OV E R N A N C E D E V E L O P M E N T P L A N
COLLEGE OF ENGINEERING, ADOORManakkala P.O, Adoor
Pathanamthitta District, Kerala, India, PIN-691 551Phone:91-4734-231995/230640, Fax: 91-4734-231995
email:[email protected], website:www.ceadoor.ihrd.ac.in
Managed by Institute of Human Resources Development(IHRD)
A Government of Kerala UndertakingPrajoe Towers, VazhuthakkaduThiruvanathapuram, Kerala, India, PIN-691 551
Phone:91-4712-231885, Fax: 91-4712-231005,email:[email protected], website:www.ihrd.ac.in
Table of Contents1.THE INSTITUTION.............................................................................................................................1
1.1Academic information - Engineering UG and PG programmes offered .............21.2Board of governors........................................................................................................2
List of courses..........................................................................................................................................3List of courses..........................................................................................................................................3
1.3Regulating Authorities.................................................................................................32.GOVERNANCE VISION AND MISSION........................................................................................4
2.1Mission............................................................................................................................42.2Vision...............................................................................................................................42.3The Goals........................................................................................................................4
3.GOVERNANCE PURPOSE................................................................................................................53.1The Beneficiaries............................................................................................................5
3.1.1Students...................................................................................................................................53.1.2Faculty.....................................................................................................................................53.1.3Institution................................................................................................................................53.1.4Society......................................................................................................................................63.1.5Industry...................................................................................................................................6
4. governance Values..............................................................................................................................74.1Primary accountabilities...............................................................................................74.2Openness and transparency in the operation............................................................74.3Effectiveness and performance review of governing body.....................................74.4Regulatory Compliance................................................................................................7
5.GOVERNANCE SWOT ANALYSIS..................................................................................................85.1.1Strengths ................................................................................................................................8
5.2Weaknesses ....................................................................................................................85.3Opportunities.................................................................................................................95.4Threats.............................................................................................................................9
5.4.1Strategic plan..........................................................................................................................95.5Challenges for implementing the strategic plan.....................................................115.6Strategic objectives and responsibilities ..................................................................12
5.6.1Educational processes.........................................................................................................125.6.2Human resources.................................................................................................................135.6.3Physical resources................................................................................................................14
5.7Building Relationships................................................................................................155.7.1Financial resources..............................................................................................................15
6. GOVERNANCE PLAN....................................................................................................................176.1Governance during TEQIP phase.............................................................................176.2Governance in post TEQIP phase............................................................................20
6.2.1Role of the Principal............................................................................................................206.2.2 Controller of Examination.............................................................................................20
6.3Dean (Academic).........................................................................................................216.4Academic Council.......................................................................................................216.5Registrar (Administration, PLANNING & Finance)..............................................21
6.6Conflict Resolution and Redressal............................................................................216.7Industry Institute Linkage..........................................................................................22
1. THE INSTITUTION
College of Engineering, Adoor (CEA), was established by Government of Keralain 1994 and managed by the Institute of HumanResource Development (IHRD), a Government ofKerala undertaking. IHRD has startedfunctioning in 1988 as autonomous body underthe Travancore Cochin Charitable Societies Act1956 as a Government of Kerala undertaking. In1989 Government of Kerala has entrusted IHRDto start an Engineering College in the Alwayeindustrial belt. The college was started on thecondition that substantial percentage of the costof Education will be charged from the students.The college was affiliated to Cochin University ofScience and Technology (CUSAT). Even though CUSAT was a unitary type ofUniversity, Government decided to affiliate the college to create a new academicculture in the institution.
Admissions are carried out on the basis of the rank obtained in the All KeralaCommon Entrance Examination (KEAM), conducted by the Controller of EntranceExaminations, Government of Kerala. CEA is known for its academic excellence thatprovides undergraduate studies to about 1000 students in four disciplines. Itimparts technical education and training in the fields of Computer Science andEngineering, Electronics and Communication Engineering, Electrical andElectronics Engineering, and Mechanical Engineering. The institution is affiliated toCochin University of Science and Technology (CUSAT) known internationally for itsacademic excellence. College of Engineering, Adoor is a recognized institution by theAll India Council for Technical Education, New Delhi.
The College is magnificently spread up in 11.94 acres of scenic paradise. TheCollege has good infrastructure facilities, which includes a central library,department libraries, well equipped laboratories and workshops. The College hastwo buildings where the main block is a five storey building and the second one,workshop block is a single storey building; together have a total built-up area of10,886.4 sqm. Administrative sanction for an additional built-up area of 2000sqmwith financial support from NABARD is obtained. CEA also has a computer centrewith high speed internet connection. The college's power requirement is catered bythe 11kV substation with a 75kVA standby generator and with separate backupgenerator for Electrical Engineering Laboratories. Since the very first year ofinception, CEA has achieved many a milestone both in academic and co-curricular
THE INSTITUTION….THE INSTITUTION…...1
pursuits. It has always provided an able platform for the students to turn intoexcellent engineers paving the path for a successful career.
Institution has been selected to be part of the National Knowledge network,under National Mission for Education(NME). Under this scheme the college is having20 Mbps, fiber optic connectivity.
1.1 Academic information - Engineering UG and PG programmes offered
Sl.No.
Title ofProgrammes
Level(UG,PG)
Year ofStarting
Intake12-13
Intake 13-14
1Computer Science and Engineering
UG 1994 60 60
2 Mechanical Engineering UG 1994 60 120
3Electronics and Communication
UG 1994 120 120
4Electrical and ElectronicsEngineering
UG 2011 60 60
5 Thermal Engineering PG 2012 18 18
1.2 Board of governors
Government of Kerala ViaG.O. (Ms.) No: 473/2012/H.EdnDated, 28.09.2012 has constiuted aBoard of Governors as per theguidelines of UGC/AICTE. Allstakeholders are adequatelyrepresented in the Board ofgovernors. There arerepresentatives from the statutorybodies, Government, faculty andindustry.
List of of BOG members are given below.
1. Prof.T.I.Eldho, Professor, Civil Engineering,IIT,Mumbai(Chairman)2. Mr.K.C.Chandrasekharan Nair, Managing Director, Technopark Business Incubation
Centre, Thiruvananthapuram3. Dr.Achuth Sankar S Nair, Head of the Department, Department of Computational Biology
and Bioinformatics4. Prof.Manju S.Nair, Associate Professor, Dept. Of Computer Science and Engineering5. Prof.John George, Associate Professor, Dept. Of Electrical and Electronics Engineering
THE INSTITUTION….Board of governors…...2
6. Sri.L.L Ramachandran , Deputy General ManagerIIS), BPCL Cochi Refineries Ltd.,7. One nominee of the Department of Finance, State Government. 8. One nominee of the Department of Higher Education, State Government. 9. One nominee of the Cochin University of Science and Technology . 10. Prof. Jyothi John, (Principal , Ex-officio )
1.3 Regulating Authorities.
The institution is regulated by multiple authorities. The approval is done by AllInida Council for Technical Education, and the Degree is granted by Cochin Universityof Science and Technology.
THE INSTITUTION….Regulating Authorities.…...3
2. GOVERNANCE VISION AND MISSION
2.1 Mission
To provide world class education, foster research and development in the fields ofEngineering. We strive to evolve innovative application of technology, encourageentrepreneurship and build young men and women capable of assuming leadership of thesociety.
2.2 Vision
Develop as a centre of academic excellence producing high quality professionals in thefields of engineering.
2.3 The Goals
The Goals of the institution is formulated based on the mission and vision guided bythe core values practicesd by the institution
1. Improvement in teaching-learning process through continuous assessment that enhances the quality of higher education
2. Strengthening the present infrastructure and to maintain it to suit the rapid technological changes.
3. Starting of new PG courses in Engineering4. Research and consultancy services that address the immediate and long-term needs of the
society5. Enhanced Industry-Institute Interaction6. Quality Improvement of Faculty and Staff7. Support for academically and/or financially weaker students8. Develop as an autonomous institution
GOVERNANCE VISION AND MISSION….The Goals…...4
3. GOVERNANCE PURPOSE
Technical and engineering education, is critical to realize the Indian dream of becominga competitive player in the global knowledge economy.To achieve calibrated improvement inquality of technical education at UG and PG levels by building on existing strengths andexploiting the emerging opportunities.
The institution governance is to strengthen its facilities to improve learning outcomes,employability of graduates and to uplift the standard of UG & PG education through thesupport from Govt. of India, Govt. of Kerala and other Statutory agencies, by way ofinfrastructural development, faculty and staff development, R & D activities and industry-institute interaction.
3.1 The Beneficiaries
The main beneficiaries are the students, faculty, staff, institution, the societyand industry. Some of the benefits for each of the stakeholders are described inbrief as follows:
3.1.1 Students
• Improved employability
• Increased industry-institute interaction
• Better adaptability to industry needs
• Better academic ambience
• Scope for research activities
• Support to financially and academically weaker students
3.1.2 Faculty
Better opportunity for enhancement of knowledge and management capacity Quality Improvement Industrial exposure Consultancy, testing and R & D opportunities Increased Opportunities for professional growth
3.1.3 Institution
• Motivated, creative and qualified faculty• Sustained efforts to accomplish the Vision• Better adaptability to global needs
GOVERNANCE PURPOSE….The Beneficiaries…...5
• Recognition at National and International level• Academic Autonomy• Enhanced IRG
3.1.4 Society
Opportunity for better education Skill development opportunities Better accessibility to technical environment Easy availability of technical support
3.1.5 Industry
Availability of high quality human resource satisfying their pre-requisites Result oriented sponsored R & D projects Technology transfer Exposure to the academic environment and expertise
GOVERNANCE PURPOSE….The Beneficiaries…...6
4. GOVERNANCE VALUES
4.1 Primary accountabilities
To approve the mission and strategic vision of the institution To enable the institution to achieve and develop their mission and primary
objectives for learning, teaching and research through strategic planning To ensure the establishment and monitoring of proper, effective and efficient systems of control
and accountability To monitor institutional performance and quality assurance arrangements To put in place suitable arrangements for monitoring
4.2 Openness and transparency in the operation
Publishing an annual report on institutional performance Providing as much information as possible to students, faculty, public and potential employers
on all aspects of institutional activity related to academic performance, finance and management.
Ensuring that all reported information, including that conveyed in marketing campaigns, is truthful
Conducting proceedings of governing bodies in an open manner as much as possible that is permissible by statutes
Student admission information to ensure public trust and confidence Maintaining a register of interests of members of its governing body Ensuring that vacancies
are widely publicised both within and outside the institutionEFFE
4.3 Effectiveness and performance review of governing body
Effectiveness is measured against both an institution’s statement of primary accountabilities Structures and processes will be revised accordingly, as part of the governing body’s ongoing
regular review processes
4.4 Regulatory Compliance
The Governing body ensures compliance with the statutes, ordinances and provisions regulating their institution, including regulations by statutory bodies, such as the AICTE and UGC, as well as regulations laid out by the State government and affiliating university and takes all final decisions on matters of fundamental concern to the institution.
The regulatory compliance includes demonstrating compliance with the ‘not-for-profit’ purpose of education
governance Values….Regulatory Compliance…...7
5. GOVERNANCE SWOT ANALYSIS
5.1.1 Strengths
•• A group of well-experienced and dynamic faculty, which works well as a team• Average age of the faculty in the institution is around 35 years• The admission process in very transparent and done on merit basis as per the rules of Govt. of
Kerala• 17 years of long experience in planning and implementation in setting up new departments and
about 35 laboratories• Excellent performance of students in University and other competitive exams like GATE, IES etc.• Adequate number of class rooms and laboratories and are being utilized very well• Out-reach programmes for public using the facilities and human resources of the college ( Skill
Development Programmes)• QIP facility is extended to the faculty which helps in improving the quality and qualification• Well placed & supportive alumni in India and abroad• Support from alumni for financially weaker students• Presence of student chapters of NSS, ISTE, IEEE, SAE and department associations• Parent Teacher Association of the college is active and extends support to many development
activities• Sufficient land is available for future development of the institution• The only institution in the Govt. sector in Pathanamthitta District of Kerala that offer B.Tech
Courses in Mechanical Engineering and Electrical & Electronics Engineering
5.2 Weaknesses
•• Inadequate number of Research and PG programmes• Lack of funds for human resource development and training activities since the institute fully
dependent on the tuition fee of students as the source of income• Poor industry-institute interaction• Slow pace of up-gradation of laboratories, digital library and intranet facilities• Lack of modern teaching- learning facilities in class rooms• Lack of soft skill development programmes, affecting the employability of students• Lack of freedom in curriculum design• Inadequate training for faculty, technical staff and administrative staff for updating in the
technical and administrative skills in the emerging areas of technology/administration• Lack of interaction with national/international institution
GOVERNANCE SWOT ANALYSIS….Weaknesses …...8
• No residential facilities in the campus• Not enough built-up space available for future expansion
5.3 Opportunities
• Built-up space requirement for future expansion can be met through financial funding from NABARD
• Increased need of trained engineers with good technical knowledge and exposure in the job market due to global competition
• Potential for need based consultancy, testing and calibration facilities to the industry and technical knowhow for entrepreneurs.
• Demand for greater research facilities in the state and the country to bridge the gap between supply and demand of Post Graduates and PhD’s in the area of engineering and technology
• Scope for offering demand based continuing education programmes for students in all departments.
• Adequate scope in planning, execution and implementation of projects of local self Governments like Gramma Panchayath, Block Panchayath, Zilla Panchayath
• Industries are interested in forming long and short term association with the educational institutions.
5.4 Threats
•• High pace of change of technology leading to a faster obsolescence of laboratory equipments• Growing number of institutions in private sector, having more resources• Lack of getting competent and talented teachers to the teaching profession
5.4.1 Strategic plan
A careful review of SWOT analysis has been done and the strategic objectives areformulated to address the weaknesses and threats identified. For each strategic objective, anumber of strategies and specific actions are developed which exploits the strengths andopportunities. A closer examination of the SWOT analysis reveals that Institutional StrategicPlan should focus on the improvements that are related to students, teaching methods andfaculty.
Strategic plan is prepared through following steps:
1. The thrust areas/objectives to strengthen College of Engineering, Adoor forimproving learning outcomes and employability of graduates are identified by
GOVERNANCE SWOT ANALYSIS….Threats…...9
considering the outcome of SWOT analysis and from the feedback of variousstake holders.
2. After the Institutional SWOT was prepared, a “Matching and Converting” strategy is used to derive strategies. “Matching” was used to find competitive advantages by pairing the Strengths to Opportunities. “Converting” is to apply conversion strategies to convert Weaknesses or Threats into Strengths or Opportunities. The four strategies, SO strategy, WO strategy, ST strategy and WT strategy are developed for the institution and are summarized in the table below.
•
SO
Str
ateg
ies
Strategies TargetGroups
WO
Str
ateg
ies
Strategies TargetGroups
1. Quality improvement of faculty and staff
Faculty,Staff andStudents
1. Promote research and consultancy
Faculty,Students,Industry,Society
2. Strengthening of existing PG programs
Students2. Quality improvement offaculty and staff
Faculty,Staff
3. Starting of new PG programs
Students3. Enhanced Institute- Industry Interaction
Faculty,Students,Industry
4. Support to financially and academically weaker students
Students
4. MoU’s for collaborative programs with industries and national /international organizations
Faculty,Students,Industry,Institutio
n
5. Increasing the career opportunitiesof UG & PG students
Students
5. Starting of new labs for existing PG programs
Students
6. Starting of new PG programs
Students
ST
Str
ateg
ies 1. Improving the
present infrastructure and maintain it to suit the rapid technological changes and for the removal of obsolesce.
Institution
WT
Str
ateg
ies 1. Improving the present
infrastructure and maintain it to suit the rapid technological changes
Institution
GOVERNANCE SWOT ANALYSIS….Threats…...10
2. Improving Management capacity
All StakeHolders
2. Implementing institutional reforms
All StakeHolders
5.5 Challenges for implementing the strategic plan
• Shortage of faculty• Time consuming approval process of University, AICTE and NBA• Slow response of industry for enhancing interaction• Disturbance in academic schedule due to faculty deputations• Time consuming process of appointment of faculty
GOVERNANCE SWOT ANALYSIS….Challenges for implementing the strategic plan…...11
5.6 Strategic objectives and responsibilities
Sl.No Specific Objectives Responsibility
1 Infrastructure improvements for teaching and learning facilities
Nodal Officer- Academic, Civil works, Procurement and Management
2Quality improvement of faculty and staff
Nodal Officer-Academic, Monitoring & Evaluation
3Introducing new full time PG. programmes & strengthening of existing PG programme
Nodal Officer-Academic, Monitoring & Evaluation
4Enhancement of research and consultancy activities
Nodal Officer-Academic, Monitoring & Evaluation
5 Enhanced Institute-industry interactionNodal Officer-Academic, Monitoring & Evaluation
6 Enhanced Management capacity TEQIP Head 7 Implementation of institutional reforms TEQIP Head8
Support to academically & financially weaker students.
Nodal Officer-Academic, Finance, Monitoring & Evaluation
The strategic objectives can be explored in detail considering the thrustareas ofthe institution. The areas can be grouped to form the following
i. Educational processesii. Human resourcesiii. Physical resourcesiv. Governancev. Building relationshipsvi. Financial resources
5.6.1 Educational processes
Academic programmes are the core functions of the Institute. The institute focuses onthe basic activities for education, research and services to the society, which is articulated inthe Institute’s Mission Statement. The various departments does the academic activities inthe institute. The departments emphasis on education at the graduate level and activities thatwill initiate research environment. The University awards the degree and the institute has no
GOVERNANCE SWOT ANALYSIS….Strategic objectives and responsibilities …...12
freedom in curriculum designing. The institute is looking forward into a stage of academicautonomy when it can diversify its activities related to academics.
The success of teaching – learning process depends ultimately on the effectiveness ofthe course delivery methods. Radical changes must be affected in the way in which the coursematter is delivered in the classroom.
The main goals of the educational processes are;• Improvement in teaching-learning process through continuous assessment that enhances the
quality of higher education• Introducing new full time PG programmes & strengthening of existing PG
programme • Enhancement of research and consultancy activities
The main strategic initiatives are
• New PG programmes has been proposed so that there must be at least one in each department
• Bridge and remedial classes and expert talks are arranged for the students
• Industrial visits for students in there respective areas
• Learning environment utilising QEEE, NPTEL
• Process of NBA Accreditation for all eligible departments
• Modernisation of class rooms
• Reforming the course delivery methods
A model of blended MOOCs (Massive Open Online Courses) model ofinstruction is being adopted in the institution. Outside class time, students maytake a MOOC offered by any of the elite institutions (including IITs, over the QEEEplatform) and meet in class with local faculty for discussions, problem-solving,group projects, and lab work. This approach gives students more faculty and peersupport than in a conventional lecture session.
5.6.2 Human resources
The human resources are the important resources in an educationalinstitution. This includes the students, faculty and the staff of the institution. Thestrategies are focussed on the efforts for improving the education and initiatingresearch in the institute. However, the institute has no powers to recruit faculty,which is done by Director IHRD with compliance to Government of Kerala. Studentadmissions are carried out on the basis of the rank obtained in the All KeralaCommon Entrance Examination (KEAM), conducted by the Controller of EntranceExaminations, Government of Kerala.
GOVERNANCE SWOT ANALYSIS….Strategic objectives and responsibilities …...13
The main goals with regard to the human resources are;
• Improvement in teaching-learning process through continuous assessment that enhances the quality of higher education
• Support for academically and/or financially weaker students• Quality Improvement of Faculty and Staff• Research and consultancy services that address the immediate and long-term needs of the
society
The main strategic initiatives are
• Finishing school for students
• Assistance to academically and/or financially weaker students
• Providing seed money to faculty for research
• Deputing faculty for quality improvement
• Training need analysis
• Short term training programme for faculty in subject domain and pedagogy
5.6.3 Physical resources
The main goals with regard to the resources are strengthening the presentinfrastructure for facilitating academic, research and consultancy services, and to maintain itto suit the rapid technological changes
The main strategic initiatives are;
• Administrative sanction for an additional built-up area of 2000sqm with financial support fromNABARD is obtained.
• Process for starting in-house facility as a technology incubator for helping the startups’• Modernising of the existing class rooms and laboratories• Starting of new laboratories for improving the quality of education and initiating research• Utilizing government grants such as TEQIP, MODROBS, DST etc. improving the
laboratories and research facilities• Financial support from NABARD for infrastructure development
GOVERNANCE SWOT ANALYSIS….…...14
5.7 Building Relationships
The major reason for the failure ofteaching-learning process as it exists in amajority of the technical institutions acrossthe country is the undue focus on rotelearning, whereas the thrust should have beenon problem based (case study based) learning.The problem based learning approach can beimplemented successfully, only throughsustained interaction with industry or withpracticing engineers and technologists.
The main goals with regard to buildingrelationships are;
• To expose the faculty as well as the students to emerging technologies as well as industrial practices
• To motivate and help engineering graduates to start independent ventures
• To encourage faculty to take up research and development problems of industryas well as government organisations
• The problem based learning approach through sustained interaction with industry
• Collaborative programmes with industry
• To keep the value of social commitment as a government institution
The strategic initiatives are;• Incorporating sandwich learning activities with industry• Possibility of collaborative programmes with industry• MoU with industries for sharing of resources in possible areas• Interaction with local self-government bodies• Outreach programs to the society with the help of National Service Scheme
5.7.1 Financial resources
The Government of Kerala started the college in 1994, under IHRD on the conditionthat substantial percentage of the cost of Education will be charged from the students. IHRDhas started functioning in 1988 as autonomous body under the Travancore Cochin CharitableSocieties Act 1956 as a Government of Kerala undertaking, compliance with the ‘not-for-profit’ purpose of education.
This new concept was successful in terms of both financial burden on the part of
GOVERNANCE SWOT ANALYSIS….Building Relationships…...15
Government, and the quality of education provided by the institute. All the internal revenuegenerated in terms of tuition fee, consultancy etc. are retained in the institution. However, theinstitution is supported financially by the government through grant and plan funds.
The main goal of College of Engineering Adoor is to develop as a financiallysustainable institute fostering education and research. The strategic initiatives in this areaare;
• Starting new UG batches in Engineering and new PG programmes
• Encouraging research and consultancy for internal revenue generation
• MODROBS grant has been utilized for improving the laboratories and researchfacilities
• Administrative sanction for an additional built-up area of 2000sqm withfinancial support from NABARD is obtained.
• TEQIP grant has been utilising for overall academic growth
• Started four funds; Corpus fund, Faculty Development fund, EquipmentReplacement fund and Maintenance Fund.
GOVERNANCE SWOT ANALYSIS….Building Relationships…...16
6. GOVERNANCE PLAN
It is to be noted that the Institution is going through a transition phase after it has beenadmitted into the TEQIP project. The principal aim of TEQIP project is to transform theexisting structure into an autonomous one. The new system has to consider the interest of thevarious stakeholders in formulating the policies. Also it has to develop an inclusive andsustainable model for growth.
It is assumed that the government will deliver policies, which include a clear place forhigher education, create autonomous structures for institutions and establish clear criteria forinterventions and formulate in finance policies in tune with teqip guidelines as per theMemorandum of Understanding.
The Governing bodies will act as the custodian of values, mission and purposementioned in the previous chapters and will guide the institution in asserting itsautonomy and accountability.
The governance plan of this institution will have two phases
1. Successful transformation of the institute into an autonomous one2. Governance during Post TEQIP phase
6.1 Governance during TEQIP phase
This phase which extends to the end of TEQIP project is the most crucial in terms of theDevelopment of a successful governance plan in post TEQIP phase. It is assumed that afterthe successful completion of TEQIP, the institution will have Administrative, Managerial,financial and Academic Autonomy.
Presently the institution enjoys, substantial financial and administrative autonomy, butlacks managerial and academic autonomy.
TEQIP phase envisages granting of all these autonomy. At the end of TEQIP phase, it isexpected that institution will be able to rationalize the fee structure, will receive Block grantfor recurring expenditure on a generally agreed formula based on the institutionalparameters like, no of students, faculty and staff, infrastructural facilities etc.
During this phase the governance of the institution will be done various committeesformed for the institutional development.
The following Committees formed for the implementation of the TEQIP project willguide the Transition to an autonomous Institute
GOVERNANCE PLAN….Governance during TEQIP phase…...17
Sl.No
Heads & Nodal Officers Name &Designation of faculty in position
Roles &Responsibilities
1 HeadPrincipalProf. Jyothi John
Overall Implementation under the guidance of BOG. Will be thechief executive officer
2 Coordinator Mr. John GeorgeAssociate Professor
Overall Monitoring,Monitoring of Performance
3 Nodal Officer (Procurement)
Mr. Venkitaraj K PAssistant Professor
Institutional Procurement planProcurement ArrangementsProcurement audit
4Nodal Officer( Finance)
Mr. Manu M JohnAssistant Professor
Financial PlanFund AllocationFinance Audit
5 Nodal Officer (Academic)
Mr. Madhu A KAssistant Professor
Academic PlanImplementation of institutional reforms
6 Nodal Officer (Equity Assurance)
Mr. Jayan M CAssistant Professor
Equality for gender and cast, equal opportunities to faculty, staff, students and departments
7Nodal Officer (Monitoring & Evaluation)
Mrs. Raji AAssociate Professor
Monitoring of Targets for deliverables as per development plan, Performance Audit
8 Nodal Officer(Civil works)
Mr. Renjith Kumar DAssistant Professor Monitoring of Civil works
GOVERNANCE PLAN….Governance during TEQIP phase…...18
Sub-committees
The following sub-committees are formed under the respective nodal officers for theeffective implementation of the development plan
Sl.No
Committee Responsibilities
1 Academic Committee Academic Plan, Implementation of Institutional reforms, etc
2 Finance Committee Financial Plan, Fund allocation, Audit etc.
3 Purchase Committee To make purchase of goods, works and services as per Procurement guidelines
4 Civil Works Committee Prepare, plan and coordinate Civil Works
5 Technical Evaluation Committee
To evaluate the procurement proposals technically and commercially
6 Monitoring & Evaluation committee Monitoring of Targets for deliverables
7 Library Committee Plan for digital library, books & LR’s, Journals, softwares needed etc.
7Research & Development Committee
Promotion of research and consultancy, giving R & D guidance, planning R & D projects and UG/PG sponsored project
8 Faculty & Staff Development Committee
Training Plan based on TNA, Short Term, Long Term Trainings, Seminars, Workshop etc.
9 Continuing Education Programmes Committee
Plan and conduct CEP programmes as per needs.Conducting skill development programmes for society
10 Committee for Weaker Students
Identify weaker students,conduct bridge courses, etc as per PIP
11Career Advancement Monitoring Committee
Planning & Implementing Career advancement programmesConduct of Finishing schools
12 Industry-Institute Interaction Committee
Arranging Lectures by industrial expertsCollaborative projects, Field studiesTutoring by Industry experts for Campus Faculty visits to industryMemoranda of Understanding with industriesInstituting Scholarships /fellowships and Awards by industries for students andfaculty
13 Equity Assurance Committee
Equality for gender and castEqual opportunities to staff, faculty, Departmentsand students
GOVERNANCE PLAN….Governance during TEQIP phase…...19
6.2 Governance in post TEQIP phase
It is assumed that towards the end of the project the institution will be autonomous inall respects as prescribed by in the Project Implementation Plan. Governance plays a majorrole in achieving the strategies defined by the mission of the institution. Changes in theorganizational structure will help in improving work culture, decision making and institutesoverall performance.
The institution enjoys substantial autonomy in managerial, administrative and financialareas as it is not under direct government. All the internal revenue generated in terms oftuition fee, consultancy etc are retained in the institution. Almost all the managerial andadministrative matters are done at the institutional level except faculty recruitment.Expecting academic autonomy will be achieved towards the end of the project, the activitieswill be streamlined by introducing the following units.
Institutional Governance is the distribution of authority and functions among the unitswithin a larger entity, the modes of communication and control among them, and the conductof relationships between the entity and the surrounding environment.
6.2.1 Role of the Principal
The principal will be the chief executive of the institution, responsible for advice to thegoverning body in relation to strategic direction and is accountable to the governing body forthe effective management of the institution. The governance functions and of BOG and theexecutive responsibilities of the principal will be clearly demarcated.
6.2.2 Controller of Examination
This office will be responsible for conducting the examination including preparing thequestion papers, valuation publishing the grades. The office will be responsible forintroducing modern automation tools to reduce administrative works. The office has toperiodically review the evaluation process and suggest modifications in tune with emergingtrends like
Peer evaluation of assignments
online submission of assignments
Automated quizzes
In general it will not be confined, to just conducting the written examination, but deviseinnovative methods for student evaluation
GOVERNANCE PLAN….Governance in post TEQIP phase…...20
6.3 Dean (Academic)
The office of the Dean is the the most important in the context of Academic Autonomy.The office of the Dean will be responsible for all academic matters, including the curricularevision, faculty training, faculty quality upgradation etc. Dean will also be responsible forinnovating instruction delivery, equity assurance etc.
He will also responsible for policies and mechanisms for student mobility (includingcredit transfer) within and between institutions and states, and outside India. He will alsodevelop Framework for faculty appraisal and faculty development scheme including trainingand need analysis.
6.4 Academic Council
An academic council will be formed with representatives from all disciplines givingspecial emphasis on experts from industries. The body will be responsible for the following
1. Formulating and revising the curriculum2. Credit transfer3. Introducing new courses based on the needs of the society as well as
industry
6.5 Registrar (Administration, PLANNING & Finance)
The structure of governance includes the role of institutional governing boards andpresidents, their participative structures, their procedural rules and sanctions, their policiesfor resource allocation, and their arrangements for performance management, monitoringand reporting. Registrar will be responsible for most of the procedural and adminstrativematters. In addition to the routine administration the following functions will be entrustedwith the registrar
1. Ensuring the block grant for the institution based on an acceptable formula 2. Formulate the budget3. Establish incentives for the faculty and staff for performance4. Rationalise the fee structure 5. Creating and attracting endowments6. Interact with funding agencies, including UGC, AICTE, CSIR to attract projects for
the institution
6.6 Conflict Resolution and Redressal
In higher education, governance processes deal with multiple dimensions of aninstitution: how its exercises authority; how it relates to internal members(students and staff);how it relates to external stakeholders (government,business, local community, international
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institutions); how it makes decisions; and how and how far it delegates responsibility fordecisions and actions internally.
Internal conflicts arising out of this will be dealt with the the conflict resolution andredressal unit be instituted. The Unit will have following functions.
1. Resolve the conflicts among various functional unit that may arise due the introduction of new governance structure
2. Redress the grievances of faculty, staff and students3. Resolve the differences of opinions among the stakeholders
6.7 Industry Institute Linkage
The unit will be having responsibilities including attracting Industry investment inhigher education Involving Industry in framing curriculum, skill development andevaluation of graduates. The office also will responsible encouraging experts from privateindustry serving as faculty and researchers at institutions. Similarly faculty will beencouraged to serve industry by attracting R&D projects from the Industry. Similarly theunit will be responsible for awarding credit for industry based training.
Following are the general functions assigned to the unit
1. Student internship2. Establishing consultancy centre3. Establishing Incubation and innovation centre4. starting tailor made programmes for industrial personals5. Skill development centre
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