perspective plan/perspective vision for 15 years 2017-2032 of all india institute … ·...
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Perspective Plan/Perspective Vision for 15 Years 2017-2032 of
All India Institute of Speech & Hearing, Mysuru for Grant of
Deemed-to-be-University Status under De Novo Category
1. Introduction and Outline of Planning Process
All India Institute of Speech & Hearing (Deemed to be University)’s perspective
plan, a shared Vision All India Institute of Speech & Hearing (Deemed to be
University) 2017 (hereafter referred to as the AIISH (DtbU) 2017 plan”), introduces
a new vision for the University: To be a world-class institution for human resource
development, conducting need-based research, striving for excellence in clinical
services, creating awareness and public education in the field of Communication
Disorders. Development of the perspective plan has been a collaborative effort
intended to ensure that all members of the University have an opportunity to
participate in establishing institution-wide priorities and strategies crucial to AIISH
(DtbU)’s future. The plan outlines the perspective focus for the next 15 years and
identifies areas in which the University will excel. This document is a necessary
cohort to the AIISH (DtbU) 2017 plan. It provides a physical basis for establishing
perspective objectives based on institutional comparisons, and then outlines the
means by which the University will achieve those perspective objectives. Most
importantly, this document shows how the University would prioritize the allocation
of its budgetary, personnel, and physical resources. The Implementation Planning
Process Team 2017, have worked to develop action items related to each of the
shared Vision AIISH (DtbU) 2017 perspective initiatives, metrics to assess
progress, responsible parties to oversee the activities, and deadlines for
accomplishing the actions. The membership of Team 2017 is comprised of heads of
concerned Departments, and representatives from the various administrative
divisions. It is coordinated by the Registrar for Accountability and Institutional
Effectiveness. The Team 2017 is provided in Annexure I.
2. University Vision and Objectives/Goals of Planning Process
2 (a) Vision and Mission
Vision: To be a world-class institution for human resource development,
conducting need-based research, striving for excellence in clinical services,
creating awareness and public education in the field of Communication
Disorders.
Mission: To promote, sustain and provide globally-competitive,
compassionate, ethically sound human resource, quality education, original
research, clinical services, and public awareness in the field of
Communication Disorders.
The AIISH (DtbU) 2017 plan and this corresponding implementation plan
are constructed around several important themes:
• the unique and emerging areas of knowledge not being pursued by
2
existing institutions;
the expansion and diversification of the University’s sources of
revenue support;
• the enhancement of the University’s visibility and stature as a
quality institution of higher education;
• the development of a meaningful enrollment management plan;
• the improvement of the support infrastructure for students and
faculty; and
• the pursuit of partnerships and collaborations nationally, and
internationally.
These strategies will be utilized to carry out the University’s perspective
objectives.
2 (b) Perspective Initiatives and Goals Identified in the AIISH (DtbU) 2017
Plan
The AIISH (DtbU) 2017 Plan identifies five foundational initiatives, each
with associated goals, the promotion of diversity, globalization, and
transformative leadership. These initiatives and corresponding goals are as
follows:
A. Introduce unique and emerging areas of knowledge not being pursued by
existing institutions
B. Enrich educational experiences to enable student success
1 Improve instruction of courses at AIISH (DtbU)
2 Enhance student mentoring & value building
3 Enrich campus life experience
C. Serve society through creativity, expanded research and innovations
1 Expand research and scholarly activities
2 Expand and optimize research space
3 Develop research agenda for the areas of excellence
4 Establish interdisciplinary / translational research centers/institutes to focus
activity and funding in the designated areas of excellence
D. Serve Persons with Communication Disorders
1 Augment AIISH (DtbU)’s infrastructure to support and expand public
service efforts
2 Expand lifelong learning opportunities
3 Increase student engagement with the community
E. Promote access and affordability
1 Develop an enrollment management plan (EMP)
2 Enhance AIISH (DtbU) recruitment efforts within the EMP
F. Expanding resources and infrastructure
1 Optimize, expand, and enhance space
2 Develop and align budgetary resources
3 Recruit, develop, and retain faculty and staff
4 Improve and streamline administrative processes
3
A particular focus of the University will be to selectively enhance five
interdisciplinary areas of collaborative excellence: health (Speech-
Language Pathology, Audiology*), human and social development,
diversity and equity, environment, and sustainability. The enhancement of
the five interdisciplinary areas will be inherent in the perspective plans of
the departments, in the growth of new master’s and doctoral programs, and
in the establishment of new organizational structures (i.e. centers, institutes,
and other multi-disciplinary entities) that become foci of institutional effort.
* This is referred to Communication Disorders throughout the Perspective
Plan and refers to speech disorders (Voice, Articulation, Fluency), language
disorders (Delayed development of language due to hearing loss, cerebral
palsy, cleft palate, specific language disorder, mental retardation etc.), and
hearing disorders (External ear, middle ear, internal ear, 8th
nerve, and
concerned areas in the hemisphere).
2 (c) Campus and other Inputs for Innovation
Project Innovation was developed to learn more about the challenges faced
by our faculty, staff, and students, and solicit their suggestions for ways to
overcome those challenges and achieve the objectives of the AIISH (DtbU)
2017 plan.
Project Innovation is an ongoing activity intended to arrange focus groups
of individuals with common views - faculty, researchers, students,
administrative staff, alumni, leading experts, patients and others, and their
conversations with the Director over the past year have provided useful
direction to shape the priorities.
3. Perspective Initiatives, Operational Strategies, and approaches
During the year, Team 2017 reviewed and considered the helpful feedback provided
by Project Innovation in developing a list of specific strategies and approaches that
would address the University’s long-term objectives. The Project Innovation
advisory group visited the feedback from participants and arranged them by priority
as indicated by participant [Feedback from faculty on Annual Performance appraisal
Report (APAR), students to mentors, & faculty evaluation, alumni and patients]
input. These broad topics were matched with the perspective initiatives and
associated goals outlined in the AIISH (DtbU) 2017 plan. Team 2017 then reviewed
the Project Innovation input and devised a final set of actions to be undertaken by
the University as it implements its perspective plan. Thus, the results shown here
arise from input provided by a combination of participants.
Following table provides the list of strategies and approaches along with (a)
performance metrics, (b) the Departments/ Sections/ Units responsible for
execution, (c) the resources needed, (d) priority of the approach, and (e) timeline for
its execution. A list of the phase-wise approaches that accompany each perspective
initiative is provided in this section. All of these are crucial to the successful
implementation of the AIISH (DtbU) 2017 plan. Those listed as “Phase 1” are
already initiated, while those labeled “Phase 2” will begin in the 2018-19 academic
4
year. “Phase 3” approaches will commence once a significant number of “Phase 2”
approaches have been implemented.
3 (b) Enrich educational experiences to enable student success
Strategy Phase
1 Improve teaching-learning process at AIISH (DtbU)
Approaches a) Expand the number of full-time faculty 1
b) Improve faculty development and enrichment
programmes
1
c) Improve the evaluation of teaching 1
d) Use of technology to enhance teaching-
learning process
1
e) Nurture and recognize outstanding teaching 2
2 Enhance student mentoring & value building
Approaches a) Improve coordination between the
mentors/counselors and students
2
b) Engage external evaluators to analyze and
improve the mentoring system
2
c) Increase the number of advisors 2
d) Conduct an evaluation of the effectiveness
of undergraduate orientation programs
2
e) Promote value based learning experience 2
3 Enrich campus life experience
Approaches a) Assess student service resources for learning
outcomes
2
b) Complete the implementation of the AIISH
(DtbU) Portal to improve learning
experience
2
c) Increase opportunities for student
involvement and engagement through
enhanced on-campus and freshman
experience activity
3
d) Expand campus residential opportunities 2
3 (c)
Serve society through creativity, expanded research and innovations
Strategy Phase
1 Expand research and scholarly activities
Approaches a) Provide incentives and support for
interdisciplinary/ collaborative research/
publications/ patents/ etc.
1
b) Develop faculty workload guidelines that
promote scholarly activity having societal
impact while fulfilling AIISH (DtbU)’s
mission
2
5
c) Review and re-structure courses to facilitate
research growth and graduate program
development AIISH (DtbU)’s mission
2
d) Promote faculty and students to participate in
scientific activities that contribute to AIISH
(DtbU)’s mission
2
e) Appoint distinguished researchers to
stimulate research development and growth
3
2 Expand and optimize research resources
Approaches a) Secure new research space 3
b) Optimize research space utilization 2
c) Provide education and training on research
issues
1
d) Provide adequate IT support for research
computing, networking, visualization, and
communication
2
3 Develop research agenda in areas of excellence Approaches a) Coordinate planning for research with the
areas of excellence
1
b) Continuously align department priorities to
support the designated areas of excellence
and reflect in new faculty appointments
2
c) Establish interdisciplinary / translational
research centers/institutes to focus activity
and funding in the designated areas of
excellence
3
d) Promote ‘make-in India’ products to
improve quality of life of individuals with
Communication Disorders
3
3(d)
Serve Persons with Communication Disorders
Strategy Phase
1 Augment AIISH (DtbU)’s infrastructure to support and expand
public service efforts
Approaches a) Enhance quality service for individuals with
Communication Disorders
2
b) Coordinate utilization of community
services/resources through the AIISH (DtbU)
Outreach Services
1
c) Develop portal for outreach service activities 2
d) Develop a plan to recognize service delivery
by faculty, staff, students, and alumni
3
e) Develop new, uniform methods of diagnosis
and evidence-based intervention for persons
with Communication Disorders
2
6
f) Offer proper diagnosis and intervention
through tele mode for persons with
Communication Disorders
2
g) Promote participation of persons with
Communication Disorders across the globe
3
2 Expand lifelong learning opportunities
Approaches a) Organize professional development and
lifelong learning offerings under appropriate
departments to utilize internal expertise
2
b) Educate public on Communication Sciences
& Disorders.
2
c) Facilitate Self-Help groups of persons with
Communication Disorders
3
3 Increase student engagement with the community
Approaches a) Set a goal to establish incentives for AIISH
(DtbU) students to engage in “signature
experience” (e.g. community service
learning, internships, NSS activities, etc.)
learning activities
1
b) Enhance quality-of-life through community
engagement by implementing a community
engagement agenda annually
2
3 (e) Promote access and affordability
Strategy Phase
1 Develop an enrollment management plan (EMP)
Approaches a) Conduct an analysis of alternative graduate
admissions criteria for freshmen and transfer
students
1
b) Revise, implement, and monitor the EMP
based on analysis of graduate admissions
criteria
2
2 Enhance AIISH (DtbU) recruitment efforts within the EMP
Approaches a) Persistently contact admitted students to
improve yield rate of accepted applicants to
graduate programs
2
b) Adopt proactive recruitment strategies:
• target qualified AIISH (DtbU)
undergrads for grad programs
• recruit traditionally under-represented
groups as per GoI policies
• offer advanced degrees to working
professionals on full-time basis
• expand international recruitment of
students
• promote quality education at an
affordable fee structure
3
7
3 (f)
Expand resources and infrastructure
Strategy Phase
1 Optimize, expand, and enhance space
Approaches a) Establish a comprehensive space utilization
policy to improve efficiency
1
b) Align the campus master plan with the
perspective plan
1
c) Upgrade and expand space, with
classrooms, class-labs, office space, and
library
2
d) Identify courses with the capacity to
incorporate technology
3
e) Establish a building development process 3
2 Develop and align budgetary resources
Approaches a) Initiate AIISH (DtbU)’s comprehensive
capital campaign
2
b) Increase and optimize use of sponsored
program funds
3
c) Develop appropriate culture and support to
successfully commercialize intellectual
properties
3
3 Recruit, develop, and retain faculty and staff
Approaches a) Develop additional staff and faculty,
promotional avenues and expand staffing
1
b) Develop succession plans for all key
positions and support leadership
development for faculty and staff
2
c) Support and maintain a more rigorous
annual review process
2
4 Improve and streamline administrative processes
Approaches a) Link the perspective planning and budget
planning processes
1
b) Improve internal communication for
operations and understanding of decision
processes
2
c) Promote service-oriented organizational
culture, administrative processes, and
structure through incentives and rewards
3
4. Performance Measures
4 (a) Aspirant Institutions
These are Institutions/ universities whose key performance characteristics
may be higher than AIISH (DtbU). Those institutions whose performance
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might be reached within the time frame of the current perspective plan
(2017) comprise the near-term aspirants and long-term aspirants represent a
group of institutions whose performance levels might be reached by AIISH
(DtbU) in a longer timeframe.
Short-term aspirants: IIMs, Manipal University
Long-term aspirants: IITs
4 (b) Performance Measures
There are many possible characteristics that might be used to measure
performance. For AIISH (DtbU) purposes, appropriate institutional key
performance indicators (KPIs) are ones that are (a) quantifiable, (b) directly
related to our perspective plan and the goals, and (c) things that can be
affected by changes in our institutional practices and policies. Following are
the KPIs planned.
Perspective Initiative KPIs
(a) Enrich
educational
experiences to
enable student
success
• Graduation rates of the first-time, full-time
• Percent of student credit hours taught by
full-time faculty
(b) Serve society
through creativity,
expanded research and
innovations
• Total annual research expenditures
• Annual number of peer reviewed
publications
• Annual number of workshops/ seminars
conducted to outside AIISH members
• Annual number of extramural funded
projects
• Annual number of doctoral degrees
awarded
• Number of patents, inventions, disclosures
(c) Serve Persons with
Communication
Disorders
• Number of student service learning
opportunities
(d) Promote access
and affordability • Percent of students receiving any financial
aid and average size of grants per student
(e) Expand resources
and infrastructure • Student-teacher Ratio
• Number and percent of faculty and staff
from underrepresented groups
• Number, and average amount of gifts to the
University
4 (c)
Performance Goals
To establish performance goals for these indicators, the current data for
each key performance measure and the goal set has been presented below.
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Performance measure Current Goal
Graduation rates of the first-time,
full-time
80% 100%
Percent of student credit hours taught
by full-time faculty
75% for UG
and 50% for PG
90% for both
UG and PG
Total annual research expenditures Rs 2 Crore Rs. 3 Crore
Annual number of peer reviewed
publications
70 100
Annual number of workshops/
seminars conducted to outside AIISH
members
20 30
Annual number of extramural funded
projects
6 10
Annual number of doctoral degrees
awarded
5 15
Number of patents, inventions,
disclosures
0 2
Percent of students receiving any
financial aid and average size of
grants per student
20% 40%
Number of student service learning
opportunities
50% 100%
Student-teacher Ratio 1:7.69 1:5
Number and percent of faculty and
staff from underrepresented groups
49.5 % As per the
Govt. of India
decisions
Number, and average amount of gifts
to the University
Rs. 50,000/ p.a. Rs. 2,00,000
p.a.
5.
Resource Analysis
The success of any plan is related to the University’s ability to provide the resources
required for each of the strategies and approaches. High priority action items require
budgetary resources, while others require time and effort on the part of the
University. The greatest resources that any University possesses are the talents and
energy of its faculty, staff, and students. However, this effort must be supported
with the objectives to be effective.
The resources needed to achieve performance benchmarks and project the likely
availability of budgetary resources in the next few years are focused on (a) space,
(b) personnel, (c) student support, and (d)financial aid on capital, and are presented
below:
5 (a) Budget Projections
The Institute receives grants from the Ministry of Health & Family Welfare,
and generates revenue from several sources, including tuition fees, and
services. The contributions of these sources to the current budget and the
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projected goals are listed in the table below:
Rs. in crore
Source Current Goal for 2032
Grants 75.00 1643.67
Tuition Fees 0.50 1.50
Grants for extramural projects 1.0 3.00
Clinical Services 0.20 0.60
TOTAL 76.70 1648.77
5 (b)
Resource Needs
The resource needs of AIISH (DtbU) are determined by both enrollment
growth and planned objectives, including research. These are not mutually
exclusive, but can be used to augment one another if resources are used
properly. The resource needs are calculated based on growth in (a) student
enrollment, (b) increase in the percent of student credit hours taught by
faculty from 75/50% now to 90% by 2032, (c) faculty appointment , (c)
capital requirement as shown in table below:
Under
graduate
Master’s PG
Diploma
Doctoral Total
Existing
enrollment
273 169 40 35 517
Goals for 2032 819 507 120 105 1551
Under
graduate
Master’
s
PG Diploma Doctoral
Existing teaching 75% 50% 50% 5%
Goals for 2032 90% 90% 80% 10%
Existing Goals for 2032
Faculty appointment 65 195
Equipment Rs. 30.00 Crore Rs. 462.18 Crore
Budget Rs. 75.00 Crore Rs. 1643.67Crore
5 (c) Budget allocated for 2017-18
The budget for 2017-18 includes salary, capital, and general and is shown in
table below:
Budget 2017-18 Rs. In Crore
Salary 28.92
Capital 72.26
General 26.84
Total 128.02
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5 (d)
Space Requirements
The most critical resource requirement is space. With a current total space
of 30 acres the University will have an additional 10 acres of land which is
under process. The total number of classrooms available is 22 and an
additional 10 classrooms may be required for the programmes envisaged in
the future. However, these can be adjusted by adjusting the class timings.
Further classrooms can be built on the existing academic block. Hostel has
to be extended by three-folds and the existing hostels can be vertically
expanded.
A total number of 195 staff is envisaged as goal for the year 2032 and hence
additional space is required. The Center of Excellence that is being built
will be complete by 2017 December which has 9302 sq meters of space and
hence would take care of the space requirements for staff.
The amount spent on equipment by 2032 is envisaged to grow to Rs. 120
Crores and space is required to place the equipment. The Center of
Excellence that is being built will be complete by 2017 December which
has 9302 sq meters of space and hence would take care of the space
requirements for equipment and the laboratories therein. The AIISH
Library and Information Center has a total area of 2416 Sq Mt which will
be sufficient for the increased staff and students
Of the total area of 97207.142 Sq Mt in the main campus, 21833 Sq Mt is
used currently which is 22% of the total area. As per the Mysore city norms
45% can be used for construction purpose. Hence the remaining 23% will
be used with facility for vertical expansion till 6 floors. The following table
summarizes the space requirements for AIISH (DtbU).
In Sq Mtrs
.
Type of space Existing Additional required Total
Classrooms 22 10 32
Staff, lab, equipment 21833 9302 31135
Hostels 1758 586 2344
Library 2416 0 2416
Total 26029 9898 35927
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6. Time-Frame for achieving the parameters mentioned in Clauses 4.1 to 4.9 of
UGC Regulations 2016
2013 2016 2023
4.1 Has been accredited with highest grade by NAAC and/or
by NBA continuously for two cycles and again gets
highest grade in the third cycle continuously (five year
cycle). In case of NBA, such accreditation should be for
all its eligible courses.
First Cycle
with
highest A
grade in
2013
4.2 Has demonstrated the characteristics of a university
through diverse curricular provisions, contribution to
teaching; and, verifiable research output.
4.3 Has under graduate and at least five post graduate
departments in existence for 3 years with research
programmes.
4.4 Shall be engaged in research activity, publications and
scholarly works and shall have doctoral/post-doctoral
research programmes. The faculty in Humanities, Social
Sciences, Languages shall have atleast 10 publications
and Faculty of Sciences/ Medicine/Engineering shall
have at least 15 publications per year in refereed journals
listed by UGC and having an impact factor.
4.5 Shall have adequate number of full-time fully qualified
faculty for teaching and research as per UGC/concerned
Statutory Council(s) norms.
4.6 Shall possess the necessary infrastructure for quality
research and seamless access to modern information
resources.
4.7 Shall have a proven record of securing merit-based
extramural research funding from various public/private
agencies.
4.8 Shall have a record of extension services and societal
engagement.
4.9 Each constituent unit included in the original proposal
shall have continuous accreditation for two cycles with
the highest grade offered and also gets valid highest
grade for third cycle, either from National Assessment
and
Accreditation Council (NAAC) and/or all its eligible
courses shall be accredited continuously for two cycles
(five year each) with the highest grade offered and also
gets highest grade in the third cycle, which is currently
valid, by National Board of Accreditation (NBA) or an
accreditation agency recognized by the Commission
from time to time.
First Cycle
with
highest A
grade in
2013
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7. Assessment of Implementation and Continued Planning
7 (a) The Elements of Implementation
The success of Perspective Plan (A Shared Vision, AIISH (DtbU) 2017)
will depend on making the plan operational in a dynamic fashion with
regular monitoring of the University’s progress in a transparent manner.
Any operational implementation of a perspective plan will depend on key
elements such as (a) a work plan to carry out actions and approaches, (b)
allocating necessary resources, including budgetary, personnel, physical
(space), and effort resources, to accomplish the approaches, (c) using
performance measures to assess progress and success, (d) reviewing
performance measures and adjusting priorities as needed to pursue
strategies successfully, and (e) communicating the actions and decisions
broadly and transparently so that the efforts are united and synchronized.
The different strategies and related approaches are clearly outlined in the
implementation plan. Each approach is mapped to responsible individual/s/
Departments/ Sections/ Units as shown in the following table.
Strategy Enrich educational experiences
to enable student success
Responsibility
1 Improve instruction of courses at AIISH (DtbU)
Approaches Expand the number of full-time
faculty
Vice-Chancellor,
Ministry of Health &
Family Welfare
Improve faculty development and
enrichment programmes
Academic Section
Improve the evaluation of
teaching
Academic Section
Use of technology to enhance
teaching-learning process
Academic Section
Nurture and recognize
outstanding teaching
Academic Section
2 Enhance student mentoring & value building
Approaches Improve coordination between
the mentors/counselors and
students
Dean
Engage external evaluators to
analyze and improve the
mentoring system
Dean
Increase the number of advisors Dean
Conduct an evaluation of the
effectiveness of undergraduate
orientation programs
Dean
3 Enrich campus life experience
Approaches Assess student service resources
for learning outcomes
Departments
Complete the implementation of
the AIISH (DtbU) Portal to
HOD- Electronics
14
improve learning experience
Increase opportunities for student
involvement and engagement
through enhanced on-campus and
freshman experience activity
Academic Section
Expand campus residential
opportunities
Vice-Chancellor,
Engineering Section
Strategy Serve society through creativity, expanded research and
innovations
1 Expand research and scholarly
activities
Approaches Provide incentives and support
for interdisciplinary/
collaborative research/
publications/ patents/ etc.
Departments
Develop faculty workload
guidelines that promote scholarly
activity having societal impact
while fulfilling AIISH (DtbU)’s
mission
Departments
Review and re-structure courses
to facilitate research growth and
graduate program development
AIISH (DtbU)’s mission
Departments
Promote faculty and students to
participate in scientific activities
that contribute to AIISH
(DtbU)’s mission
Departments
Appoint distinguished
researchers to stimulate research
development and growth
Vice-Chancellor
2 Expand and optimize research
space
Approaches Secure new research space Vice-Chancellor
Optimize research space
utilization
Vice-Chancellor
Provide education and training on
research issues
Provide adequate IT support for
research computing, networking,
visualization, and communication
HOD-Electronics
3 Develop research agenda for
the areas of excellence
Approaches Coordinate planning for research
with the areas of excellence
Vice-Chancellor
Continuously align department
priorities to support the
designated areas of excellence
and reflect in new faculty
HOD- Electronics
15
appointments
4 Establish interdisciplinary /
translational research
centers/institutes to focus
activity and funding in the
designated areas of excellence
Approaches Promote ‘make-in India’ products
to improve quality of life of
individuals with Communication
Disorders
Research Advisory
Council
Continuously align college and
department priorities to support
the designated areas of
excellence and reflect in new
faculty appointments
Research Advisory
Council
Establish interdisciplinary
centers/institutes to focus activity
and funding in the designated
areas of excellence
Vice-Chancellor
Strategy Serve Persons with Communication Disorders
1 Augment AIISH (DtbU)’s infrastructure to support and
expand public service efforts Approaches Enhance quality service for
individuals with Communication
Disorders
Department of
Prevention of
Communication
Disorders
Coordinate utilization of
community services/resources
through the AIISH (DtbU)
Outreach Services
HOD-Electronics
Develop portal for outreach
service activities
Department of
Prevention of
Communication
Disorders
Develop a plan to recognize
service delivery by faculty, staff,
students, and alumni
Faculty & Research staff
Develop new, uniform methods
of diagnosis and evidence-based
intervention for persons with
Communication Disorders
Department of Clinical
Services
Offer proper diagnosis and
intervention through tele mode
for persons with Communication
Disorders
Tele-centre for Persons
with Communication
Disorders
Promote participation of persons
with Communication Disorders
across the globe
Heads of Departments
16
2 Expand lifelong learning opportunities Approaches Organize professional
development and lifelong
learning offerings under
appropriate departments to utilize
internal expertise
Academic Section
Educate public on
Communication Sciences &
Disorders.
Department of
Prevention of
Communication
Disorders
Facilitate Self-Help groups of
persons with Communication
Disorders
Department of Clinical
Services
3 Increase student engagement with the community Approaches Set a goal to establish incentives
for AIISH (DtbU) students to
engage in “signature experience”
(e.g. community service learning,
internships, NSS activities, etc.)
learning activities
Academic Section
Enhance quality-of-life through
community engagement by
implementing a community
engagement agenda annually
NSS Officers
Strategy Promote access and affordability
1 Develop an enrollment management plan (EMP) Approaches Conduct an analysis of
alternative graduate admissions
criteria for freshmen and transfer
students
Registrar
Revise, implement, and monitor
the EMP based on analysis of
graduate admissions criteria
Registrar
2 Enhance AIISH (DtbU) recruitment efforts within the
EMP Approaches Persistently contact admitted
students to improve yield rate of
accepted applicants to graduate
programs
Dean
Adopt proactive recruitment
strategies:
target qualified AIISH
(DtbU) undergrads for
grad programs
recruit traditionally
under-represented groups
as per GoI policies
offer advanced degrees to
working professionals on
Registrar
17
full-time basis
expand international
recruitment of students
promote quality education
at an affordable fee
structure
Strategy Expanding resources and infrastructure
1 Optimize, expand, and enhance
space
Approaches Establish a comprehensive space
utilization policy to improve
efficiency
Vice-Chancellor
Align the campus master plan
with the perspective plan
Engineering Section
Upgrade and expand space, with
classrooms, class-labs, office
space, and library
Engineering Section
Identify courses with the capacity
to incorporate technology
Academic Section
Establish a building development
process
Engineering Section
2 Develop and align budgetary resources Approaches Initiate AIISH (DtbU)’s
comprehensive capital campaign
Vice-chancellor
Increase and optimize use of
sponsored program funds
Vice-chancellor
Develop appropriate culture and
support to successfully
commercialize intellectual
properties
Intellectual Property Cell
Initiate AIISH (DtbU)’s
comprehensive capital campaign
Vice-chancellor
Increase and optimize use of
sponsored program funds
All Faculty
Develop appropriate culture and
support to successfully
commercialize intellectual
properties
Intellectual Property Cell
3 Recruit, develop, and retain faculty and staff Approaches Develop additional staff and
faculty, promotional avenues and
expand staffing
Vice-Chancellor
Develop succession plans for all
key positions and support
leadership development for
faculty and staff
Personnel Section
Support and maintain a more
rigorous annual review process
Establishment Section
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4 Improve and streamline
administrative processes
Approaches Link the perspective planning
and budget planning processes
Finance Section
Improve internal communication
for operations and understanding
of decision processes
Administrative Section
Promote service-oriented
organizational culture,
administrative processes, and
structure through incentives and
rewards
Registrar
7 (b) Continual Planning and Team 2017
While it is pertinent to have an authority in reviewing progress toward
meeting perspective goals, many of them require coordinated and collective
efforts by several Department/ Sections. Therefore, a central coordinating
committee is required to review progress for KPIs. It is recommended that
Team 2017 continue as an advisory body to the Vice-Chancellor. However,
the Vice-Chancellor has the final authority and responsibility for the
implementation of the plan, and s/he will provide leadership and all
decision-making. The continuing Team 2017 may be comprised of the
following membership, chaired by the Vice-Chancellor: (i) the Deans, (ii)
Heads of concerned Departments, (iii) the Registrar, (iv) the Gymkhana
General Secretary, (v) Coordinator – ISO Implementation Cell, and (vi) a
representative from the Vice-Chancellor’s office. This group would ideally
meet twice annually, to review progress and set work plans for the coming
year, and to make resource allocation recommendations to the Vice-
Chancellor for the following financial year. The team will also develop a
format for measuring and reporting the KPIs and a concise format for work
plans.
7 (c) Communication
It will be important to communicate the successes, challenges, work plans
and priorities, and resource allocation decisions clearly and transparently to
the University community, to ensure equal participation by all. The vie-
chancellor should hold the Academic Council meetings, and syndicate
meetings where the progress is reviewed and decisions & resource
allocations for the coming year is communicated. A 360o feedback and
suggestions from the University community can be received. Each dean will
also conduct general meetings with their Department/s to outline their
specific unit’s priorities for the year and invite feedback from faculty, staff
and students. Following this the Vice-Chancellor can prepare an annual
report outlining the implementation progress and the resource allocation
recommendations of Team 2017 which can be posted on the University’s
web site.
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Annexure I Team 2017
Director, AIISH, Mysore Chairperson
Head – Department of Speech-Language Pathology Member
Head – Department of Speech-Language Sciences Member
Head – Department of Audiology Member
Head – Department of Clinical Services Member
Head – Department of Special Education Member
Member-Secretary, IQAC Member
Academic Coordinator Member
Chief Administrative Officer Member
Registrar Member-Secretary