Dr A P Singh Courtesy Dr Dalip PGGCG 42, Chd

National Level State Level

Institutional Level

RUSA Mission Authority Project Approval Board Techincal Support Group Project Directorate (in MHRD)

State Higher Education Council Project Directorate (in State Government) Technical Support Group

Board of Governors Project Monitoring Unit

MHRD will follow a norm and performance-based approach to allocate funds

Overall allocation will be made on the basis of student population (1823 Age group)

Additional weight age will be made keeping in view of weak socioeconomic and health indicators

Funding under RUSA over a period of 10 years would follow a two cycle plan process

Uncommitted Unspent Balance GOI Allocation proposed for the year State Share Contribution due for the year

 IDP

depicts the resource requirements at Institutional Level as well as at its sub units for program implementation in terms of
Infrastructure

Procurement

Human Resource

IDP

must provide an overall budget required for the Institution to execute various activities

Current scores on norms Scores set for the current year Target scores for the end of five-year plan Revisions in the targets

Assessment of its progress against the five-year plan targets

Course corrections and major strategies adopted to achieve the plan targets

Identifies 6-7 priority areas that it needs to work on

Strategy must mention

Thrust areas of the coming year

Highlight the key initiatives which will undertake to tackle weak areas
Highlight what the institution hopes to achieve from these initiatives

1. INSTITUTIONAL BASIC INFORMATION

1.1 Institutional Identity:

Name of the Institution Is the Institution approved by regulatory body? Furnish approval no. Type of Institution Status of Institution

: : Yes/No : : Govt. funded/Govt. aided/Private unaided/ Autonomous/Other : Autonomous Institute as declared by University / Non-autonomous / Deemed University / Constituent Institution

Head and Nodal Ocer

Name

Phone Number

Mobile Number

Fax Number

E-mail Address

Head of the Institution

(Full time appointee) RUSA Institutional coordinator Nodal Ocers for:

Academic Activities
Civil Works including Environment Management Procurement Financial aspects Equity Assurance Plan Implementation

S. No

Title of Programs

Level

Duration Year of Sanctioned starting Annual

Total student

(UG, PG, (Years)

PhD)

Intake

strength

Accreditation Status of UG programs:

Title of UG programs being oered

Whether eligible for accreditation or not?

Whether accredited as on 31st March 2013

Whether Applied for as on 31st March 2013

Accreditation Status of PG programs:

Whether eligible for accreditation or not? Whether accredited as on 31st March 2013 Whether Applied for as on 31st March 2013

Title of PG programs Being oered

EXECUTIVE SUMMARY
PAST PERFORMANCE KEY INITIATIVES MAIN CHALLENGES FACED ANY RELAVANT ISSUE

Methodology used

Analysis and information and data as collected

Inferences derived with respect to strengths, weaknesses, opportunities and threats

A core team of facilitators were constituted; the team comprised identified key stakeholders of the college .

The team met several times and had consultations / brainstorming sessions in participatory mode.

Core committee and sub committees were constituted. Both the committees have interactive sessions with diverse groups like technological departments, support departments, administrative sections, library and other central facilities, students, alumni, guardians and others.

This helped to bring out information, determine the Strengths, Weaknesses, Opportunities and Threats, and prioritize the actions.

The Initial draft copy of the SWOT Analysis at the institutional end is circulated to all the departments

The rigorous review comment on the draft SWOT is obtained from all the departments based upon which the Institutional SWOT analysis is prepared

Brain storming session with all constituent members

SWOT feedback from the students

Email communication with the alumni

Strategic planning is a process in which future aims are determined together with the stakeholders and responsibilities and resources are allocated in accordance with these future aims. It is a process between the points an institution stands presently and the points it tries to reach in a certain period of time.

The concept of strategic planning is closely related with the concept of foresight

The aim of strategic planning is to produce planned facilities, embody the appointed policies, follow the application efficiently and take the initiative and provide for effective participation.
In the process of strategic planning, some of the fundamental questions are needed to be answered. Those are Where are we?, How can we reach our desired goal? And How can we evaluate our success? Institutions are expected to make a Strategic Plan to gain a better perception of ongoing quest for quality education and fulfilling its mission and realizing its vision.

As a medium of administration, SWOT analysis is used in making a plan, defining a problem and also identifying a solution for it, making a strategy and giving an analytical decision. It is a tool for auditing an institution and its environment.

It is a first stage of planning which helps to focus on key issues.

The role of SWOT analysis is to take the information from the environmental scan and separate it into internal and external issues. SWOT analysis determines if the information indicates something that will assist the institution in accomplishing its objectives or if it indicates an obstacle that must be removed or minimized to achieve desired results. SWOT analysis is scalable, collaborative, integrateable, simple and cost efficient.

Excellent infrastructure resource

Quality teaching

Diverse faculty in terms of ethnicity and gender

ICT facilities and smart class rooms

Active and supportive Alumni Association

Placement record

Diversity in the academic courses at UG/PG

Scholarships and awards

Dedicated and experienced support staff

Excellent reputation

Geographical location

Community outreach activities

Shortage of faculty

Low emphasis on research

Lack of appreciation & recognition of faculty work

Relatively slow responding curriculum process

No enrolment control

Aging technology and equipment

Inadequate facilities

Web site not responsive to user needs

Faculty load inequities

Non skilled supportive staff

Opportunity to use its reputation for quality education

Geographic location to develop new courses opportunities

Diverse faculty with international linkage can be used to develop student study abroad opportunities

Long-term realignment of the placement office with different companies provides an opportunity for better placements services

Broad based disciplinary bases of the curriculum provide opportunities for cross curricular synergies to connect and develop partnerships with the community and diverse array of agencies

Ability to secure cutting edge funding from UGC/other agencies

Community interest in academic programmes provide opportunity for quality inputs

*Political pressures *Competition from other colleges with diverse academic opportunities and resources for students *Limited number of qualified applicants for faculty positions. *External pressure to cope up with growing students numbers *low salary of faculty members *Limited funding

*State-of art facilities of other institution amplify the aging facilities *Misperception and myths what the college does in terms of academic and scholarly activities *Changing demographics of students making difficult to fill allocated seats *Commercialization of education *Economic and sociocultural factors

Based on SWOT analysis provide the Strategic Plan for IDP

How the key activities proposed in the IDP are linked with the results of SWOT Analysis

Institutional strengthening

Improvements in employability

Improvements in learning outcomes of graduates Objective and results should be linked to the SWOT analysis

Strategic plan

Critical activities

Link to SWOT

Validation and verification method Official Report Availability of course structure in website University approval

Link to budget perposal Link / part of the Budget proposal

Design new PG courses and revise existing PG course curriculum

Update structure & Syllabus to make it more demand driven New PG programme with relevance Introduce new technologies to curriculum Changed curriculum to address multi-displinary education Improve quality of students` project Address obsolescent courses

Strength Opportunity Opportunity Opportunity Weakness Threat

Improving employability of graduates Increased learning outcomes of the students Obtaining autonomous institution status within 2 years Achieving the targets of 60% of the eligible UG and PG programs accredited within two years of joining the Project 100% accreditation obtained and applied for by the end of the Project of the eligible UG and PG programs Implementation of academic and non- academic reforms Improving interaction with industry Enhancement of research and consultancy activities

Action plan for organizing a Finishing School and for improving the academic performance of SC/ST/OBC/academically weak students through innovative methods such as ***remedial and skill development classes for increasing the transition rate ***pass rate with the objective of improving their employability.

Confidence Building

Protocol & Business etiquette

Positive Thinking & Motivation

Social Skills

Health & Fitness

Effective Communi cation Skills

Career Planning & Goal Setting

Character Building

Personal Grooming

Leadership Skills

Effective Interpersonal Skills and team

Importance and Effective usage of Visual Aids

Audience Handling

Time Management

Importance of Voice Modulation

Team Building Skills

Basic and advanced pedagogy training Subject / domain knowledge enhancement Attendance in activities such as workshops, seminars, etc. Improvement in faculty qualifications. Improving research capabilities

1.

Teaching methodology

2.

Competencies and Professional Development

3.

Assessment of learning outcomes

4. 5.

Training Methods Communication Excellence imparting training in the following areas: Practical skill development Training Special Skill Orientation Training

Nature of training

Department

Number of staff

phase1

phase2

phase3

phase4

phase5

phase 6

Basic and advanced pedagogy training Subject/domain knowledge enhancement Activities like workshops/ seminars Improvement in faculty qualification Improving research capabilities

physics

DEPARTMENT TECHNICAL STAFF

AREA OF TRAINING Office automation

NAME OF STAFF

P1

P2

P3

P4

P5

P6

TECHNICAL AND OFFICE STAFF

COMPUTER TRAINING

LIBRARY STAFF DIGITISATION AND DEVELOPMENT OF DIGITAL LIBRARY

SUPPORTING AND HOSTEL STAFF

COMMUNICATION SKILL

HELPING STAFF

TRAINING FOR IMPROVEMENT OF DAILY WORKING SKILL

Relevance and Coherence of I D P with

States Industrial/Economic Development Plan

The key policy objectives of the State, inherent in the States vision statement can be represented as: Quality and Excellence in Education Academic and Administrative Reforms Equity and Inclusion Expansion of access to Higher Technical Education Public Private Partnership Research centered education Network cluster among institutions for resource sharing

Autonomy and Accountability

Chandigarh Administration earmarked 1475 acres of land for Industrial Area, Phase-I & II which came into existence during the year 1970.

The Administration has also developed Industrial Area, Phase-III in Mauli Jagraon for which an area of 152 acres of land has been earmarked.

Chandigarh has nearly 2100 small scale industrial units including one large and 7 medium scale units located on the outskirt and separated with a green belt.

These units manufacture a wide variety of products with an annual turn over of nearly 1430 crores.

20 units are exporting their products worth about Rs. 151 crores. The Industrial Area in Chandigarh has been given the name of CHANDIGARH INDUSTRIAL BUSINESS PARK.

Participation of Departments/faculty in the IDP preparation of the institution

DIRECTOR HIGHER EDUCATION

PRINCIPAL

STATE NODAL OFFICER

DEAN VICE PRINCIPAL

FACULTY

RUSA COORDINATOR

NODAL OFFICER FOR DIFFERENT ACTIVITIES

STUDENTS

Institutional project implementation arrangements with faculty and sta

BOARD OF GOVERNORS

PROJECT MONITORING UNIT

RUSA COORDINATOR

ACADEMIC ACTIVITY COMMITTEE

CIVIL WORK COMMITTEE

PROCUREMENT COMMITTEE

FINANCIAL COMMITTEE

EQUITY ASSISTANCE COMMITTEE

TRAINING RESEARCH COMMITTEE