Rashtreeya Sikshana Samithi Trust

RV COLLEGE OF ENGINEERING
R V Vidyanikethan Post, Mysuru Road, Bengaluru - 560 059.
(Autonomous institution affiliated to VTU-Belagavi)

2016-2021
 
“The very spring and root of honesty and virtue lie in good
education”-Plutarch
 Founder

Late Sri. Shivananda Sarma

The Rashtreeya sikshana samithi Trust (RSST) was

founded by Sri. M.C. Shivananda Sarma, when
education was a privilege of few in the pre-independent
India. The vision of the founder was ‘Excellence in
Education with Societal Commitment’. Sri
M.C.Shivananda Sarma, an Educationalist in the year
1940 and Sri Meda Kasturi Ranga Setty, a business man
& philanthropist joined hands together to pull this
movement forward. Today six decades later, RSST
through the (Rashtreeya Vidyalaya) RV institutions, are
in the forefront among providers of quality education in
the state of Karnataka.
 Message

Rashtreeya Sikshana Samithi Trust (RSST), the driving force behind Rashtreeya Vidyalaya
(RV) College of Engineering has set in motion a number of forward looking initiatives. The
Trust has thirteen colleges, six schools and nine other training centres with more than 1000
committed faculty and 16000 students under its umbrella.

RV College of Engineering is the flag ship institution of RSST. The institution is running
twelve Bachelor of Engineering programs, twenty one master of Technology programs, a
Master of Computer application Program and sixteen Research centers. The strategic
Development plan (SDP) 2016-2021 would acts as guiding document for the next six years to
assess and improve the institution towards delivering high quality education there by earning
due recognition. SDP’s main focus would be on good governance, best in class teaching-
learning, research & innovation and highly employable students who act as brand
ambassadors for the institution.

I congratulate and commend the high quality work done by the Principal, Advisor, Deans,
HODs, and Faculty towards developing Strategic Development Plan.

Wishing all the success!

Dr. M.K. Panduranga Shety

President, RSST
Chairman, Governing Body, RVCE
 Message

It is heartening to note that R.V. College of College of Engineering has

embarked upon scientific way of formulating strategic development plan
document for 2016-2021. Progressive institution like RVCE must clearly spell
out and articulate vision, mission and set the direction. RVCE has made its
mark and is the most preferred institution in the Karnataka state as well as at
National level. This is right time that the institute decides its direction of growth
in the next decade. I am confident that the distinguished faculty members under
the leadership of Principal, Deans and HoDs brought out the best possible
detailed vision, mission, high level goals, strategies and its implementation plan.
Any good strategic plan will be successful, when fully implemented and its
outcomes are evaluated. I am sure that this leadership will implement the
strategic plan in its total spirit.

I take this opportunity to congratulate all the leadership team, HODs, Faculty
and staff who relentlessly worked towards bringing out this strategic
development plan document as a master piece reference mentor for the period of
2016 - 2021.

With Best Wishes !

A.V.S. Murthy
Hon. Secretary, RSST
 Principal’s Message

RVCE is the most admired institution both in the state Karnataka and also at national level.
The institution has aimed at achieving centre of excellence status at par in line with IITs at
national level. RVCE plans to secure ranking at Asia-Pacific level by 2021. It is heartening
to note that all the hard work by Deans, HODs, Faculty and Staff has resulted in having well-
articulated and clearly defined strategic plan document for RVCE 2016 - 2021.

RVCE has 5600+ students in undergraduate and 1200+ students in PG and 150+ research
scholars. The theme for the strategic development plan covers all critical aspects of the
institution. The SDP implementation in its full spirit may lead this institution towards the
most preferred institution in Asia Pacific and also among all its stake holders. The strategic
development plan formulates clear vision, mission, quality policy, core values, institutional
strategic goals, strategies, sub strategies and goals. The key performance indicator of SDP is
in its successful implementation and evaluation aspects. I have utmost confidence in the
institution’s human resources and management capability in true implementation.

I am placing on the record, committed management support, alumni performance and

feedback from to time, Deans, HODs, Faculty and Staff’s active participation in making this
SDP possible. My heartfelt appreciations to all the members who are directly and indirectly
involved in making an implementable document.

Wishing good luck!

Dr. K.N. Subramanya

Principal
 Advisor’s message

RVCE is most admired institution for pursuing technical education. The institution aims to
provide support to faculty and students to attain the knowledge as well as the skills that they
aspire for. The institution also aims at a good governance framework towards improving
quality of technical education. RVCE enhances existing capacities of the institutions to
become dynamic, demand-driven, quality conscious, efficient and forward looking. RVCE
also aims at aligning with rapid economic and technological developments in new areas both
at national and international levels.

RVCE emphasises on enhancement of Postgraduate education and Research apart from

Outcome Based Education (OBE) for undergraduate programs. The mandate is also good
governance at all levels focusing on the improvement of the quality of learning, teaching and
research outcomes. Good governance focuses on effective leadership, planning, ethics,
responsibilities and accountabilities, both within and outside institution. Towards achieving
Good Governance, an attempt has been made with the involvement of management, all heads
of department and senior faculty members to prepare this Strategic Development Plan 2016-
2021.

I am sure SDP report will definitely give us direction & confidence in accomplishing vision
and mission of our Institution.

Looking at a future with excellence!

Prof. K.N. Raja Rao

Advisor
 Acknowledgements

We place on record our deep appreciations and thanks to the Management, Governing Body
members, Alumni, Parents, Deans, Associate Deans, HODs, Faculty, Staff and students for
their valuable inputs and active participation towards formulating the “Strategic Development
Plan”.

We profusely thank Prof. K. Balaveera Reddy, former vice chancellor of VTU, Belgavi and
Dr. D. Vasudeva Naidu Programme Facilitator for their valuable guidance and relentless
persuasion towards developing “Strategic Development Plan”.

Principal
 Preface

An Engineering institution like any other organisation requires high level goals with long
range planning and strategies to accomplish the Vision and Mission, which it dreams of.
Strategic planning is a continuous process with a specific focus on accomplishing short, mid
and long term goals in this highly competitive world. Strategic Development Plan (SDP)
analyses current environment expected future scenarios and envisages the direction towards
which the institution should move to achieve its set goals and objectives.

The first part of SDP addresses vision, mission and working on bringing out a good quality
policy along with core values. These are achieved through many deliberations with all the
stake holders (management, leadership, HODs, faculty, staff, industry, students and parents).
Scientific scanning of internal and external environment is done through SWOC analysis.
After scanning the environment, institutional goals were set up and strategies to achieve them
are arrived at for the institution.

Based on Institutional Vision & Mission, the goals are drawn by holding brainstorming
sessions with Deans, HODs and Professors. Institutional strategic goals and strategies are
formed with action plans. The process of implementation is worked out and circulated to all
the departments. Financial constraints and fund availability is one of important parameters of
SDP. Internal Revenue Generation has been given due importance. SDP evaluation and
committees to monitor the effectiveness has been clearly spelt out. The final out comes are
discussed and approved by the Governors Body (GB).

As a good practice, inputs are drawn from stake holders through active participation and
collective inputs. The SDP will stream line the processes and progress of the institution, it
will also ensure that RVCE becomes a torch bearer among technical education institutions at
National and Asia-pacific level by 2021.
 Strategic Development Process

The Chairman, Secretary and the members of the Governing Body have felt the need of
preparing a strategic development plan for the institution in a formal written document
format. The mandate was given to the Principal to develop strategic plan 2016-2021 for the
institution. The institution leadership team was facilitated with a two days workshop on
‘strategic development leadership for excellence’. The management & top leadership team
met and brain stormed on SWOC and stake holders expectations. The Leadership team met a
number of times, deliberated in detail and arrived at vision, mission, quality policy and core
values for RVCE. Environment scanning was done keeping vision in mind. The team also
discussed about Institutes strategic High Level Goals (USG/HLG) to be achieved by 2020.

Institution strategic goals formed the main theme for arriving at strategies, sub strategies and
road to accomplish them. Each Strategy was deliberated and sub-strategies were arrived
towards implementation plan. Implementation plan worked out all details such as budget,
resources needed and leaders responsible to implement with time lines. This implementation
is separately maintained by the head of the institution.

Departments play a pivotal for the institution; hence each department worked out on their
vision, mission and short, mid & long term goals. The implementation plan for the
departments also reflected all details such as budget, resources needed as well as leader
responsible with time lines. HODs form the core team for implementing departmental goals
under the guidance of Deans/ Principal.

Strategic Development Plan emphasises on evaluation measures, monitoring team along with
deviation steps if any over a period of time. The evaluative components for each stake holder
are clearly spelt out along with periodicity of performance evaluation reviews.

The final draft document was discussed with BOG and after its detailed review, the
suggestions were incorporated towards its effective implementation. This comprehensive plan
forms the guiding plan for the years 2016-2021.
 Vision of the Institution
The new millennium is witnessing unprecedented challenges and opportunities in higher
education, arising from the effect of changing economic policy of liberalization and
globalization. Knowledge is increasingly recognized as the main force behind economic
growth and development in the context of global economy, coupled with information and
communication revolution, the emergence of world-wide labour market leading to significant
change in the global socio-political environment across the world. Technical Education plays
a vital role in human resource development of the country by creating skilled manpower,
enhancing industrial productivity and improving the quality of life of its people. Technical
Education covers wide gamut of programs and specializations.

The GOI's vision is “To develop and nurture a technical education system in the country
which would produce skilled manpower of the highest quality, comparable to the very best in
the World and in adequate numbers to meet the complex technological needs of the economy;
providing the nation a comparative advantage in the creation and propagation of innovative
technological solutions and in the development of a technological capacity of the highest
order, both for its application in the economic development of the country and for becoming a
major supplier of technology and technological services in the World.”

In tune with the GOIs Vision and other strategic information scanned from other stake-
holders in the society, RVCE has set its vision as: “Leadership in Quality Technical
Education, Interdisciplinary Research & Innovation, with a Focus on Sustainable and
Inclusive Technology”. The process of defining and assuring the quality of technical
education and training must include consideration for the context in which technical
education and training occur. It is also critical to remember that education has many clients.

Leadership in quality technical education to-day has many characteristics that are needed
which perhaps were not necessary ten, or fifteen years ago. Technology's impact on how
students learn and how teachers teach has had educational leadership think about more
innovative ways in which to prepare, deliver, and assess curriculum. It is necessary now to
empower our teachers and to lead in a way that reflects unconditional positive regard through
relationships and displaying that they are in the fore-front of change and are key agents of
change. It is equally as imperative stay abreast of current and future trends in business and
industry and to encourage technical educators to stay current in their professional and trade
areas as well as in pedagogy and research.

Interdisciplinary research is a type of study or research that draws from two or more
disciplines in order to gain a more well developed perspective, or discover something new.
In academic discourse, interdisciplinary typically applies to four realms: knowledge,
research, education, and theory. Interdisciplinary knowledge involves familiarity with
components of two or more disciplines. Interdisciplinary research combines components of
two or more disciplines in the search or creation of new knowledge, operations, or artistic
expressions. Interdisciplinary education merges components of two or more disciplines in a
single program of instruction. Interdisciplinary theory takes interdisciplinary knowledge,
research, or education as its main objects of study. Creativity often requires interdisciplinary
knowledge. Many intellectual, social, and practical problems require interdisciplinary
approaches, Interdisciplinarians may help breach communication gaps in the modern
academy, thereby helping to mobilize its enormous intellectual resources in the cause of
greater social rationality and justice, by bridging fragmented disciplines. Interdisciplinarians
might play a role in the defence of academic freedom. Innovation is recognized as a driver of
economic growth and poverty eradication. In this context, innovation can be understood in
broad terms, including "technical and nontechnical aspects, business model innovation, eco-
innovation, demand and user-driven innovation, innovation in services and design, and
public-sector innovation."

Innovations in science and technology are an integral component of sustainable development.

Sustainable Development is balancing the fulfilment of human needs with the protection of
the natural environment so that these needs can be met not only in the present, but in the
indefinite future. Inclusive growth means more and more schemes and support to attain the
desired rate of economic and human development to foster economic growth, wealth
distribution, social justice, adopting suitable technologies and industrial development.

Sustainable development is “development that meets the needs of the present without
compromising the ability of future generations to meet their own needs of Sustainable
development”. It is important to realize that sustainable development combines three pillars
of development: social, economic, and environmental. Inclusive growth is a strategy where
the growth will be achieved through certain instrumentalities so that the benefits reach the
largest section of the society and that the maximum number of people are able to derive
benefits from the developmental projects. Generation of employment and livelihood
opportunities, poverty reduction, and removal of regional and social disparities, agricultural
and industrial growth and environmental sustainability are key elements of inclusive growth.

Mission

 To deliver outcome based quality education, emphasizing on experiential learning

with state of the art infrastructure.

 To create a conducive environment for interdisciplinary research and innovation.

 To develop professionals through holistic education focusing on individual growth,

discipline, integrity, ethics and social sensitivity

 To nurture industry-institution collaboration leading to competency enhancement and

entrepreneurship.

 To focus on technologies that are sustainable and inclusive, benefiting all sections of
the society.

Quality Policy

Achieving Excellence in Technical Education, Research and Consulting through an Outcome

Based Curriculum focusing on Continuous Improvement and Innovation by Benchmarking
against the Global Best Practices.

Core Values

Professionalism, Commitment, Integrity, Team Work, Innovation

 Profile of R V College of Engineering

R.V. College of Engineering (RVCE) is the Flagship Institute of the Trust. RVCE was
started on the 17th of October, 1963 with just two Engineering Programs in Mechanical and
Electrical Engineering and was housed in the ground floor of R.V. Teacher’s College
Building at Jayanagar, Bengaluru. There were about 120 students and the programs were
affiliated to Mysore University. Eventually, RVCE shifted to the present sprawling 52 acres
campus on “Vijaya Dasham” day in 1967. The first batch of students graduated in the year
1968. With changing times and the needs of the nations, newere programs were added and
ten years back even PG programs were added to bring in a focus on research. Not all the path
over the last 50 years have been rosy. Due to the dedication and perseverance of the
Trustees, today the college has truly blossomed into a full-fledged academic institute,
involved in all aspects of knowledge creation, comprehension and dissemination or advocacy.
RVCE celebrated its Silver Jubilee in 1988-89 and the then Vice President of India – Sri
Shankar Dayal Sharma graced the occasion to mark the beginning of Silver Jubilee
Celebrations. On that occasion, a New Library Block and a new hostel – Chamundi Hostel
was also inaugurated. Recently, RVCE celebrated its Golden Jubilee on 6th of Jan. 2015. Sri.
Mohammad Hamid Ansari, Hon’ble Vice President of India, graced the occasion to mark the
beginning of Golden Jubilee Celebrations.

Today the 52 acre campus which was nearly part of the jungle, and on the elephant corridor
linking Bannergatta to the Eastern Ghats, has grown into an imposing yet serene, state-of-art
campus, immersed in facilitating the transformation of India, with a renewed vision, in line
with the times “Leadership in Quality Technical Education, Interdisciplinary Research &
Innovation, with a focus on Sustainable and Inclusive Technology”. RVCE now offers 12
Undergraduate Programs, 21 Post-Graduate Programs (M.Tech & MCA). All the 16
departments are recognized Research Centres offering provision for Doctoral programs.
With a vision to deliver quality education, even when colleges of same age or even half its
age have more intake, RVCE has limited intake of just about 1060 in Undergraduate, about
575 Postgraduate and about 250 registered Research Scholars, a total student strength of
about 5800. RVCE with currently 410 faculty, is the only college in the country with more
faculty than the prescribed norms of AICTE. The existing Programs are as below:
Bachelor Programs in Engineering (B.E.)
1) Aerospace Engineering
2) Biotechnology
3) Chemical Engineering
4) Civil Engineering
5) Computer Science and Engineering
6) Electrical and Electronics Engineering
7) Electronics and Communication Engineering
8) Electronics and Instrumentation Engineering
9) Industrial Engineering and Management
10) Information Science and Engineering
11) Mechanical Engineering
12) Telecommunication Engineering

Post-Graduate Programs (M.Tech / MCA)

1) M. Tech in Biotechnology
2) M.Tech in Bioinformatics
3) M.Tech in Chemical Engineering
4) M.Tech in Structural Engineering
5) M. Tech in Highway Technology
6) M.Tech in Computer Science & Engineering
7) M.Tech in Computer Network Engineering
8) M.Tech in Power Electronics
9) M.Tech in VLSI Design & Embedded Systems
10) M.Tech in Communication Systems
11) M.Tech in Bio-medical Signal Processing & Instrumentation
12) M. Tech in Master of Engineering Management
13) M.Tech in Software Engineering
14) M.Tech in Information Technology
15) M.Tech in Product Design & Manufacturing
16) M.Tech in Computer Integrated Manufacturing
17) M.Tech in Tool Engineering
18) M.Tech in Machine Design
19) M.Tech in Digital Communication
20) M.Tech. in RF & Microwave Engineering
21) Master of Computer Applications
 Stake Holders’ Expectations

Management • Global Brand

• Sustainability
• Good Governance
• University Status
• Social Responsibility

Leadership Team • RVCE ranking with in top 100 in Asia

• Competent Faculty
• Internal Revenue growth for sustainability
• Industry oriented /continuing education programmes
• Bench marking through Accreditation of programs and
institution
• Creation of Centres of excellence

Faculty & Staff • Good academic & working ambience

• Career growth ,Research facilities & incentives
• Academic independence with accountability
• Transparency and uniform processes

Students  Good academic & research ambience

 Support for co-curricular & Extracurricular activities
 State of the art infrastructure
 Experiential learning & Opportunity for talent exposure
 International learning at affordable cost
 Quality Placement, career guidance and entrepreneurial
opportunities

Parents  Branding
 Quality teaching- learning
 Disciplined students
 Good placements

Industry  Industry ready professionals with proper attitude

 Strong fundamentals
 Strong Industry-Institution interaction
 Collaborative research, consultancy
 Brand and accreditations of the institute

Society & Others  Graduates with Moral, Ethical and Responsible Citizenship
 Social service activities by the institution
 Skill development for needy
 Resource centre for other institutions
 Consultancy and Continuing education Programs
 Environmental Scanning and Analysis

Economic Factors are analysed, GDP is at 4.7 % for 13-14, with new government in place,
GDP is likely to grow to more than 7%. Huge opportunities may come up in terms of
placement, Higher Education, research and innovation. This will have positive impact for
the institutes providing quality education and research.

Social Factors were analysed and the parent community and society are encouraging their
wards and looking for placements but not on real education which will enhance knowledge.
This trend may pose grave dangers in the years to come. Placement should be one of the
goals in students mind but not the only goal, this trend will bring down the curtains on
innovation and entrepreneurship.

Technological Factors were discussed and the extensive use of technology in teaching-
learning need to be a key enabler in higher education. Emerging technologies and need for
training faculty to face these challenges. E-learning /online learning/online examination
may replace traditional class room teaching-learning practice. The faculty need to change
their pedagogical skills to match these challenges.

Political Factors at the state & centre are not favouring faculty in research facilitation for
those working in private institutions. Also there is no clarity on admission policy and fee
structure from government which could be a challenge. Higher education is getting a big
priority from political decision making. National Skill Development is the need of the hour
and funding with a specific focus on building skill inventory needs to be strategically
planned.

Regulatory Factors are of concern as RVCE though being autonomous is plagued by

several unscheduled inspections, the slow pace of Accreditation is also a worrying factor
though RVCE is the most preferred institute to pursue technical education.

Entering of Foreign Universities may pose a great challenge in the years to come in the
form of competition. No immediate challenges seen for RVCE. However, faculty retention
and need to look into curriculum reforms to keep pace with flexible system of foreign
universities needs an immediate looking in.

Market /Competition Factors are posing some challenges as many Deemed /Private state
universities- Industry lead universities are getting started in many states. Infrastructure and
funding may not be a differentiator any more. Quality teaching, research, ambience and
placements could be critical factors. There needs to be a serious thought on incentives for
performers for this a consensus has to be arrived at. An internal IQAC will take care with
external experts.
 SWOC Analysis

Strengths Weaknesses
 Committed Management  Existing policy limits attracting top quality
 50 years of standing faculty
 Brand Name and most preferred  Lack of dissemination and understanding
institution of HR polices, incentives, Grievance
 Talented students redressal mechanism & transparency
 Excellent Infrastructure  Lack of clarity of Role-responsibility and
 Quality & Competent Faculty accountability.
 Retention of employees  Skilled Staff shortage
 Research Centers & Publications  Poor Alumni engagements
 Excellent internships & placements
 Disciplined campus

S W O C
Opportunities Challenges
 Eligibility for University status  Entry of Foreign Universities
 Starting Integrated programmes  Multiple compliance requirements and
 Strengthening collaboration with time lines affecting Teaching & research
industry in research, consultancy,  Inconsistency in policies and regulatory
training & internships. guidelines.
 Global initiatives through foreign  Possible financial crunch
university tie-ups.  Retention and recruitment of Quality
 Achieving University Status faculty
 Enhanced community engagement
 Strategic Goals
RVCE Leadership Team after brain storming the vision, mission, quality policy, core values,
environmental factors and SWOC analysis arrived at the step to establish high level goals
(HLG) which are also called Institution Strategic Goals (ISG)

1. Good Governance

2. University Status

3. Leadership Development

4. Financial Management

5. Physical infrastructure

6. Teaching – Learning infrastructure

7. Library & information centre

8. Attraction, Development, Retention

9. Teaching, Learning and Evaluation

10. Industry- Institute relationships

11. Research, Development & Innovation

12. Quality assurance systems

13. Entrepreneurship

14. Placement, Internships & Career

15. Extra-curricular and co-curricular

16. Alumni engagement and interaction

17. Community Service and Extension

18. Global Initiatives

 1. Good Governance

 Merit based GB appointment

 Performance management of GB members through
Governing Body specific responsibilities
 Evaluation of institutions performance and bench marking
 Guiding and approving policy matters
 Vision, Mission development & their articulation
Vision, Mission and Institution  Setting short term and long term goals
Goals  Institutional Strategic development plan
 Institutional strategic goals setting
 Transparency in Leadership & appointment of Key
positions
 Service conduct rules and polices formulation, approval &
Transparency & Leadership implementation
 Grievance Redressal mechanism
 Leadership Development through decentralization
 Establishing E-Governance- MIS- Data analysis
 Setting up of IQAC with internal & external members to
audit processes
Internal Quality Assurance Cell
 Establishing internal audit committee for regulatory
& Accreditation
compliance
 Systems, checks and balances- Remedial measures.
 Students nomination to Governing Body
Students Participation
 Their suggestions in various academic and student affairs

2. University Status

 Discussion in Governing Body and approval for University

Vision & Budget allocation status
 Resource planning & budget approval
 Constitution and appointment of committee to prepare
University Development Plan (UDP)
Preparation of UDP & pre-
 Formation of Academic Council, BoS and Liaison
assessment
officer...etc)
 Preparation for pre-assessment & assessment
 Accreditation & Assessment cell
Accreditation & Certifications
 Inspections preparation & Approvals
 Statutory inspections planning and preparation
Statutory Inspections  Inspections facilitation & remedial measures
 Provisional university approval status
 3. Leadership Development

 Motivating through interactions

Developing Ownership
 Partnership incentive plans
 Expert committee to assess all existing leaders potential
Assessment & Identification  Find gaps and structure changing
 Identify positions for external
 Decentralize the academic, administration and student
Decentralization related
 Prescribe duties , responsibilities and accountability
 Rotation of key posts to build leadership
 Develop Leadership competencies
Development & Job Rotation  Plan for Job rotation /enlargement /enrichment assignments
 Plan for new /crisis assignments

 Growth retention plans through Career advancement.

Retention Measures
 Golden handcuffs through (monetary /welfare )

4. Financial Management

 Department wise Budget planning of all heads of accounts

 Forecast & estimation of revenue (Both IRG and ERG)
 Forecast & estimation of expenditure
Budgeting
 Emergency plans
 Budget formulation & approval through Finance
committee
 Planned expenditure management
 Procurement and Financial policies implementation
Financial Governance (HoDs)
 Monthly Audit ( internal /External ) checks- balances
 Support through research, consultancy and training

 Monitoring expenses as per budget planning

Outflow Management &  Predicting internal revenue generation
Growth plans  Treasury (surplus funds ) management
 Growth- Expansion plans
 5. Physical infrastructure

 Plantation, Rain water harvesting and green cover

Green Campus (Keeping with  Energy harvesting & management
the Vision & Mission)  Hygiene, solid waste management (zero plastic usage)
 Reuse of waste
 Efficient usage of recycled waste water from STIP
 Aesthetic Class rooms, Tutorials, Seminar halls
Academic infrastructure
 State of the art Laboratory & equipment
 Library infrastructure up gradation
Library  Functional Furniture and fittings for e-learning

 Staff quarters and township facilities

Residential Township  Safety, Security management
 Water facility and health centre
 Developing sports ( indoor/outdoor) facilities
 Hobby clubs, Canteen & community centre
Sports, Hostel & Canteen  Additional Hostels facility for boys & Girls within the
campus
 International Hostel
 

6. Teaching- Learning Infrastructure

 Smart boards
 Multi-room instructional facility
Smart Class rooms
 Multi media and support equipment
 E-Learning facilities
 R&D Laboratory and its maintenance
Laboratory- R&D Equipment  Simulators
 Industry equipment (centres of competence) for
consultancy
 Licensed softwares- Higher BW
 Hardware (Servers, Computers...etc)
 Pedagogy tools
KE & ICT  Online learning tools
 Evaluation & assessment tools
 Learning Management System
 ICT for 360 deg. Feedback.
 Books, Journals, Periodicals, Magazines
Books & E-Learning  Online access to E-media
 Departmental library books
7. Library & Information Centre

 Budget allocation
Infrastructure enhancement  Infrastructure ( Buildings & Furniture)
 CCTV and Lockers facility

Removal of obsolescence in  Books, journals procurement, storage and retrieval

Books & Resources  Resources automation & Access ( 24X 7)

 Digitization of Library resources

Digital & E-Library
 Establishing cloud based e-library & online access

8. Attraction, strengthening and retention of Faculty

 Merit based hiring policy formulation & implementation

Talent Hiring &
 Career advancement Schemes
Retention policy
 Scientific induction/ orientation of new talent
 Critical talent identification & retention measures

 UGC /AICTE scales implementation for all cadres /

UGC /AICTE Scales,
designations
Rewards &
 Additional cadres to be created for deserving staff
Recognitions
 Rewards – recognitions & incentives
 Welfare policy formulation & implementation

 Best work facilities and infrastructure

Conducive working
 Role & responsibilities clarity and empowerment
environment
 Online access to Library- journals 24X7 hours
 Township /quarters facility

 Sponsorship/ Deputation, sabbaticals for higher education &

Career growth & Exchange programmes
Development  Sponsorship to participate in national /international conferences
 Deputation to premier national /international
universities/industry
 9. Teaching-Learning and Evaluation Process

Bench mark with Premier  Constitute academic teams and visit premier institutions
institutes  Customise & Implement best practices
 Design curriculum as per all graduate attributes and
expectations of stake holders
Curriculum Design &  Develop lesson plan as per OBE & academic calendar
Lesson plan  Develop e-learning content
 Benchmark with industry requirements
 Use of LMS to support students
 Conduct training need analysis every two years
 Conduct / depute faculty and staff for competence development
TNA and upgrading
 Support paper publications and presentations
faculty & staff competence
 Provide opportunities for networking
 Train faculty to use LMS effectively
 Define outcomes of each teaching learning initiative
Knowledge Delivery &  Continuous Assessment and evaluation to measure outcomes
Outcome based education  Establish Research Culture
 Access to online learning
 Mentor on academic, career & higher educational opportunities
 Create proper feedback system
Evaluation & Assessment  Continuous progress assessment
 Question bank development & Term end examinations
 Credit transfers and performance development

10. Industry- Institute Relationships

 Strengthen placement, training and industry institute

interaction cell
Industry Data base &
 Identify branch wise preferred industries & companies
Intelligence
 Identification of potential areas of research
 MoUs & NDA with potential industries/companies
 Professional bodies membership
 Invite industry experts for guest lecturers /talks/seminars
 Partner with industry for syllabus reviews/advisory roles
 Deputation of faculty to Industry on sabbatical
Leverage Industry Resources
 Leverage for internships, research projects, consultancy &
placements
 Scholarships
 Training and talks by faculty
Leverage Institutional  Consultancy and testing to industry
Resources for Industry  Starting of postgraduate programs for industry personal
 Enrolling industry personnel for Ph.D.
 Identify potential industries who can establish centres of
Setting up Centres of
excellence department wise
Excellence
 Establish and operationalize centres of excellence
 Setting up of chairs in specific domains by industry
 11. Research, Development and Innovation
 Enhancing R&D laboratories in all departments
 Modernisation and removal of obsolescence of
laboratories
R&D Infrastructure &Teams
 Dedicated R&D facilitation & documentation centre
 Competent technical staff for R&D labs
 Start new Journals with scopus indexing.
 Fund raising through Project proposals
Establishing Centres of  Apply for TEQIP/Government/ other funding
competence  Establishing centres of excellences
 Establishing Consultancy cell
 MoUs with higher learning institutions in India &
abroad.
MOU with premier institutes/  Collaborations with IISC, IITs, TIFR, ISRO, DRDO,
R&D labs NAL, HAL, BEL...etc
 Multi & inter disciplinary research and product
development
 Encourage “idea to product” pre-incubation activities
 Establishing incubation centres
Incubation Centre /Product
 Focus on Product development
Development
 Startup of maker Space (Fab Lab) – Product and
development
 Patent filing, Scaling up & commercialisation
Setting up of Patent cell  Starting of patent cell
 Appointment of search and Patent Attorney

12. Quality Assurance Systems

 Setting up bench marks & system flow

 Quality Policy steering committee
Establishing Quality Systems
 Publishing Quality system design & culture
 Educating & Training of all employees
Internal Quality Assurance &  Setting up of IQAC team
Assessment cell  Periodic checks and guidance
 Internalise the process based on
Accreditation & Certifications  Choose accreditation/certification agency
 Audit and certifications
 Establish audit process & audit teams
Audit Internal Controls  Train internal auditor teams
 Audit and remedial measures
 Setting up of Quality assurance cell
Continual improvement,  Identifying achievements & best practices
Rewards &Recognitions  Quality circle competitions & rewards
 Annual competitions
 
13. Entrepreneurship

 Establishment of dedicated EDP cell

EDP Cell  Budget /seed funding for funding initial projects
 Identification of emerging areas of entrepreneurship
 Identify interested students for entrepreneurship
Identification of students,  Identify mentors from successful entrepreneurs from
mentors & Training Alumni/others
 Formal training on entrepreneurship
 EDP agencies and networking
Leverage Promotion
 Competitions participation
agencies
 Leverage for funding & support

 Establish incubation centre for prototypes

Incubation & Pilot
 Provide incubation support for students
projects
 Incubation support for outside SMEs

14. Placements, Internships & Career Guidance

 Dedicated team
 Modernisation of infrastructure (Video
Placement & Career guidance
conferencing, interview & conference rooms)
Department
 Video recording of mock up interviews of students
and feedback
 Data base of various potential industries/companies
Industry MOUs- Intelligence  MOU s and relationship management
 Industry experts as resource persons
 Awareness programmes
 Value added programmes (soft skills & domain
Training & Development
expertise)
 Competency enhancement centre

 Internships planning and execution

Internships, Placement process
 Placement process coordination
& Success stories
 Success stories celebration- Brand building
Extra-Curricular and Co-curricular activities

 Budget allocation
State of the art infrastructure  Establish state of the art infrastructure ( indoor/outdoor)
 Formation of hobby clubs
 Dedicated coaches /trainers recruitment
Coaching, training &
 Regular training /coaching classes
competitions
 Participation in tournaments/competitions
 Hosting competitions/ tournaments
 Admission priority for state/national achievers
Credit transfer, Rewards &  Academic credits transfer
Recognition  Attendance compensation
 Reward & Recognise achievers
 
 
15. Alumni Interaction
 
 Strengthen Alumni association and engagement
 Establish alumni association office on campus, engage
Alumni Association
students
 Data base updation and interactive alumni website
 Establish global chapters and networking

 Regular interactions /invitations

 Recognise successful alumni
Relationships & Leveraging
 Leverage for guest lecturers/internships/placements
 Academic advisors/ Board of governors

 Explore Contributions / endowment partnering

Endowments  Brand ambassadors
 Sponsorships/scholarships
 
 
16. Community Service and Extension activities

 Budget from institution resources

Budget and Resources
 Budget from Faculty/students/Govt/other donors

 Identify nearby villages for adoption

Village adoption & Rural
 Study rural projects and challenges
Projects
 Explore & provide support to the execution of projects

 Identify the job oriented courses as per local needs

Vocational training  Provide vocational training at the institute
 Educational tuitions/ support to village students

Health and hygiene  Conducting health awareness camps

support  Providing free medicines to the needy
 Psychological and psychiatric support
 17. Global Initiatives
 
 Explore establishing new campuses in developing
countries
New Campuses / Programs  MoUs with the governments of developing countries
 Twinning programmes with leading universities of
developed countries

 Attracting foreign students

Foreign Students
 Twinning programmes with foreign students

 Identify foreign higher level learning institutions

MoUs with Foreign
 MOUs with potential partner institutions
Governments/ Institutions
 MOUs with governments for education & projects
 
 Strategy Implementation and Monitoring
Strategic development plan once approved by Governing Body the next immediate step is its
implementation in true spirit. Strategy when being implemented, the progress shall be
measured from time to time through the IQAC. SMART (specific, Measurable, Attainable,
Realistic and Time bound) concept is made use of while arriving at implementation plans.
All the measures of success are clearly spelt out in the implementation document and Head of
the institution along with leadership team is the custodian for implementation and its success.

Implementation Plan at Institution Level

Good Governance & Administration GB, Chairman, Members of GB

Finance Management Finance Committee, Hon. Treasurer,
Principal
Institution Statutory Compliance Principal and Coordinators
Branding /Expansion GB members, Leadership team & Public
relations team
University Status GB / Special Committee
Talent Management GB, Chairman and Principal
TEQIP GB, TEQIP coordinator and Principal
Infrastructure (physical) GB, Chairman, Dean (Infrastructure) & team
Infrastructure-Academics Principal, HODs, Deans (Academics), Dean
(Infrastructure)
Teaching- Learning Principal, Dean (academics), HODs,
Faculty and Staff
Research Dean (Research) & Deans PG studies
Student affairs Dean (Student affairs)
Student admissions Dean (Admissions), Principal
Departmental activities HODs and Faculty
Placement & Training Dean (Placement & Training) and HoDS

Measurable during Implementation

Good Governance GB selection, appointment, functioning, good

governance initiatives, Management commitment,
Vision-Mission reviews, Number of meetings
conducted, decisions made, Committees appointment,
performance , Polices implementation, grievance
procedures, Educational ERP implementation....etc.
Talent Management Recruitment, Selection of faculty, staff, salary, attrition
rate, benefits as per UGC/AICTE norms, Track Faculty
and staff performance.
Student Intake Quality CET ranking, Students profile, PUC marks score
Student Academic Performance Pass percentage, number of distinctions & first classes,
Graduate attribute attainment levels and alumni
feedback.
Placement Number of offers made through placement department,
average salaries offered, Companies visiting the campus,
Number of graduates pursuing higher education, number
of students becoming eligible for higher education
through GRE/GATE/CAT/GMAT...etc, Public sector
and other Government jobs, percentage of graduates
becoming Entrepreneurs.
Curriculum Curriculum review & design, Industry partnerships,
Faculty training on new areas, Introduction of new
courses, new courses/ electives offered in emerging
areas.
Alumni Alumni data base, number of interactions, support for
internships, placements, projects, scholarships,
consultancy and contribution towards infrastructure
development.
Research and Consultancy Publications in national/international journals and
conference proceedings, Patents filed, conferences &
workshops organised, New MOUs signed with academic
and industrial organizations, Centres of competence
established.
Physical Infrastructure Number of buildings, class rooms added, removal of
obsolescence, equipment added, annual budget allocated
& utilized.
Social Responsibility Number of villages adopted, vocational trainings
provided, social projects undertaken and skill
development programs for marginal section of the
society.
Extra Curricular Activities Number of student participants, number of tournaments
won, number of sports and Techno-cultural events
organized, Regional, National & International
recognitions received, competitions participated.
Sources of Funding Students – Tuition Fees, Government reimbursements,
Government grants, Industry Sponsorships, Funding
raised through sponsored Projects, Consultancy /Testing
Services, International grants, Alumni Contribution,
Philanthropy- Donors, Trust Fund income