Revised IDP - College of Engineering, Kidangoor

Transcription

TEGHNICAL EDUCATION QUALTTY TMPROVEMENT PROGRAMME (TEOtp)
PHASE-II
INSTITUTIONAL DEVELOPM ENT PROPOSAL
(REVISED)
for
Sub'component1.1 : Strengthening lnstitutions to improve Learning Outcomes and
Employability of Graduates
Submitted by
COLLEGE OF ENGINEERING KIDANGOOR
KIDANGOOR SOUTH P.O., KOTTAYAM DISTRICT
KERALA
L.
L.L
INSTITUTIONAL BASIC INFORMATION
lnstitutional ldentitY:
.
College of Engineering Kidangoor,
Name of the lnstitution
Kidangoor South, KottaYam
(under CAPE, an autonomous bodY
established by the Govt. of Kerala)
.
ls
.
Furnish AICTE approval no.
the lnstitution AICTE approved
Yes
F
N
o. 770 -s 4-224{E) / ET /
2oo0
dtd:2o/10/2ooo
.
Type of lnstitution
Govt. funded
.
Status of lnstitution
Constituent lnstitution (Affiliated to
CUSAT)
Name of Head of lnstitution and Project Nodal Officers:
Head & Nodal
Name
Officer
lnstitution
TEQIP
Prof. Vivek Raju
Coordinator
TEQIP
Prof. Jisha
Coordinator
Balakrishnan
Mobile
Number
04822
2560s6
04822
256056
04822
2560s6
Dr, Roobin V
Varghese
Head of the
Phone
Number
E-mailAddress
Fax Number
,:l
944741,4470
o482i2ssO56
roobin99@gmail.com
878L02736L
04822255056
vivekraj
9495215660
04822255056
isvpillai@gmail.com
9400601756
04822255056
svam135@smail'com
u
187@ gma
i
l.
com
Project Nodal Officers for:
Academic
Activities
Civil works
including
Prof. Mary James
Environment
Kappen
04822
256056
Prof. Syamesh K.G.
a4822
256055
9496464455
0482225s456
ma ryj ka ppen @gmai
l.com
Management
Procurement
Prof. Saji Justus
04822
2s6056
98474604LL
04822255056
sa ii
Financial
Aspects
Prof. Vinod
04822
256056
9496804161
048222s5056
vinodpim(dgmail.com
04822
256056
9496347470
04822255056
Sonima.mp@gmail.com
Equity
Assurance Plan
P.
Prof. Sonima M
P
lmplementation
\fr
Revised IDP
TEQIP Phase
iustus(o gma i l.com
u,
College of Engineering Kidangoor
ll :
Sub-component
1.1
1.2
Academic lnformation
:
Engineering Programmes offered in academic year 2OL2-t3
sl.
Title of Programmes
No
Starting
sanctioned
annual intake
Total'
student
strength
Level (UG,
Duration
Year of
PG, PhD}
(Years)
AICTE
1
Electronics and Communication
Engineering
UG
4
2000
60
263
2
Electronics and lnstrumentation
Engineering
UG
4
2000
60
225
3
Computer Science and Engineering
UG
4
2000
60
263
nformation Tech nology
UG
4
2000
45
92
5
Electrical and Electronics Engineering
UG
4
2004
60
262
6
Civil Engineering
UG
4
2010
60
259
7
Wireless technology
PG
2
201.4
18
L7
8
Computer and lnformation Science
PG
2
20t4
18
18
4
I
Accreditation Status of UG programmes:
Title'of UG programmes
Whether eligible for
Whether accredited as
on 31't March 2015 ?
Whether applied for as on
31't March 2OL5?
YES
NO
YES
YES
NO
YES
YES
NO
YES
nformation Tech nology
YES
NO
YES
Electrical and Electronics
Engineering
YES
NO
YES
,beine offered
accreditation or not
Electronics and
Com m
unication Engineering
Electronics and
Engi neering
lnstrumentation
Computer Science and
E
I
ngi
Revised IDP
TEQIP Phase
n
eeri ng
ll :
?
Sub-component
1.1
3
Civil Engineering
NO
NO
NO
Wireless technology
NO
NO
NO
NO
NO
NO
Computer and information
Science
\n2*
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
2. tNSTITUTIONAT DEVETOPMENT pROPOSAL
2.1
(REVTSED tDP)
Executive Summary
2.1.1 lntroduction
College
of Engineering Kidangoor is recognized for its academic excellence with postgraduate
courses in Wireless technology and Computer and information Science a ndundergraduate courses in
six branches of Engineering: Electronics & Communication, Electronics & lnstrumentation, Electrical &
Electronics, Computer Science, lnformation Technology and Civil Engineering. The College of
Engineering Kidangoor has
96 faculty, 27 technical staff, 14 support staff members
1364
undergraduate students and 34 PG students.
College of Engineering Kidangoor is one among the TEQIP institutions in Kerala and has signed
the MoU with state Govt. for participating in TEQIP Phase-ll in December, 2011. Since then through the
collective efforts all the stake holders the institution have been striving to implement the project so as
to achieve targets as envisaged in the lnstitutional Development proposal(lDP) which aims at the all
round development of the institution.
The project is presently being implemented as per the detailed action plan has been prepared
for implementing project. lmplementation of the project is done through the lnstitutional TEQIP Unit.
Different TEQIP committees ie. Academic, Procurement, Civil works, Finance and Equity Actions have
been formed and each committee is headed by a nodal officer.
The purpose of implementing TEQIP in the institution is to enhance the existing facilities of
institutions to become more dynamic, demand-driven, quality conscious, efficient and forward looking,
responsive
to
rapid economic and technological developments occurring both
at
national and
international level. The programs aim at reinforcing the performance of institutions and diffusing their
special qualities throughout the technical educational system and thus strengthening the institution to
improve quality of learning and thus employability of Graduates.
Revised IDP
T=QlP Phase
ll : Sub-component
1.1
5
2.t.2
Background
College of Engineering Kidangoor has signed the MoU with state Govt. for participating in TEQIP
Phase-ll
in
December, 2011. under sub component 1.1. The objective
strengthen engineering institutions
to improve the
competencies
of this component is to
of undergraduates.
Since then
through the collective efforts all the stake holders the institution have been striving to implement the
project so as to achieve targets as envisaged in the lnstitutional Development proposal (lDP) which
aims at the all round development of the institution. Board of Governors'(BoG) of the college headed
by Dr. P Ven kita naraya
na
n, Prof in Mechanical engineering, llT Kanpur and has eminent experts from
industry and academia provides inspirational leadership for the project. The college is mentored by
former Director of Technical education and eminent academician Dr. S.K. Mohan. The project in the
college is driven by the TEQIP team under the capable leadership of our Principal Dr. Roobin V
Varghese.
During the review meeting held at Trivandrum on LL/O4lt3 the principal has pointed out
as per
that
the approved IDP the project allocation is 5.52 Crore. The college as on 3L/O3/L3 has achieved
total cumulative expenditure of Rs.120.75 Lakhs and committed expenditure of 100.03 Lakhs out of
a
Rs.
200 Lakhs released as first instalment project assistance. The principal, based on the progress achieved
by the institution on implementing the project, requested the review committee
to
recommend
maximum allocation of project assistance and the committee advised the institution to prepare and
submit a revised IDP with the approval of the BoG.
TEQIP has given
the faculty of the college a large platform to interact with a large community of
academicians and thereby the possibilities of exploring a higher dimensional growth model, which are
presently envisaged by the institution. ln the revision, primary focus is given
for starting PG
programmes for each department as in the changed educational environment postgraduate education
is a must for quality education. The earlier IDP with net budget of 6.52 Crores is not sufficient for
achieving this objective. This revised proposal has been prepared based on a SWOT analysis and
Training Need Analysis conducted in the institution. ln linkage with the findings of SWOT analysis and
Training need analysis a stratdgic plan is prepared.
Revised IDP
TEQIP Phase ll
Sub-component
1 .1
tl
With the approval of BoG, the revised lnstitutional Development Proposal is prepared with the
following objectives:
2.1.3
o
Objectives of the revlsed IDP:
Two P.G progmmmes stdrted, becoming d centre of excellence
As per the National Knowledge Commission Report, the capacity of PG education in engineering
needs
to be tripled. The institution has already started two new
PG
programs as mentioned above and
is planning to start P.G programmes in all the leading branches. Details of P.G programmes to be
started are shown in section 2.6. New laboratories have to be established to facilitate smooth running
of these courses. This necessitates additional requirement of funds and revision of lDP.
The
procurement plan in the revised IDP is formulated to facilitate setting up of Labs, seminar hall etc for
new P.G programmes.
.
.
To
support Civil Engineering progromme due to late inclusion in the project
Civil Engineering programme started in the year 2010 was not included in the institutional
development proposal submitted in 2009. With the permission of BoG, Civil Engineering programme
'was also included in the project later. The basic lab faciliiies has been set up for running the course and
up gradation labs is to be done. This necessitates additional requirement of funds and revision of IDP.
.
Nurturing the institution in to o centre of excellence
As one of
of
the main objective of the project, the aim is to develop the institution in to a centre
excellence by comprehensively improving
the various components of the system like the
infrastructure facilities, human resources and work culture and by enhancing and sustaining the
academic quality. There is a need for upgrading research facilities of the institution so as to nurture a
research culture.
.
Networking with other institutions
Netvvorking with other- institutions was intended
to provide mutual assistance and accordingly
derived as one of the major objectives of the lDP. This can be achieved by sharing infrastructure and
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
w
n
7
expertiseforimprovinsthequalityoftheeducationandprovidinstrainingproSrammeinnetworkwith
other institutions.
.
Services to community dnd
industry
under the pro,ect may help to disseminate the
The community services programme planned
technicalknow.howandtotransfernewtechnologiestotheneighbouringcommunityandalsoto
improvethesponsoredresearchandconsultancyactivitiesthroushlndustrylnstitutelnteractioncell.
2.1.4
Target:
Line of Action of the lnstitution to meet the
.lntroductionofnewP.GcoursesandbrinSinSininnovationineducationkeepinginViewthe
technologicaldevelopmentaswellasdemandandsupplyscenario.
rAcomprehensivefacultydevelopmentprogramthroughactiveparticipationincourses,
staffs'
workshops etc by faculties, officers as well as technical
.Enhancementoffacilitiesforresearchanddevelopmenttoaugmentpostgraduatestudies,
providing consultancy and carrying out lndustrial
which in turn will open up new areas for
testing'
.
acceptable solutions keeping in view
ldentification of socially relevant problems and finding
Post crisis management
.Astrategicplanforenhancingparticipatorymanagementinacademic,admin|strativeand
financial affairs.
.Strengtheningofdepartmentallaboratoriestokeepuptothemoderntrendsintechnology.
.Enhancementofcentralizeddigitallibraryfacilitywithemphasisone-learningtechniques.
.lnitiationofwiderangingactivitiestoensureincreasedparticipationofwomenintechnical
education.
.lnitiatingspecialdrivesforimprovingacademicskillsaswellaslinguisticsproficiencyof
SC/ST/OBC students.
.ProvidinSflexib|elearningtechniquesincludingguiding,counsellingetcforthebenefitofSC/ST,
backward classes and minorities'
Revised IDP
TEQIP Phase
ll : Sub-component 1"1
I
.
.
A proactive effort for intensive interaction with industries for mutual exchange of ideas ahd
possible ways to find effective and economic solutions.
.
lmplementation of a well defined and time bound plan of cooperation .with the networked
institutions.
.
Consolidation of gains made through this project for continuation of excellence in future.
.
To act as a hub of continuing and entrepreneurial activities
Long-term ObjeAive for I nstitutional Development:
o
Generation of knowledge through analysis, experimentation and imagination
.
Responsive management
of Institution for academic brilliance through efficient utilization of
resources.
\r{+Revised IDP
TEQIP Phase
ll : Sub-component
1.1
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2,1.7
Preparedness of the Institution to Continue the programme:
TEQIP-2 was launched in
the college in December 2072 and since then the college has made
remarkable progress in key areas by embarking on comprehensive infrastructure development, faculty
and staff development plan and academic support programme for weak students. The college has
applied for academic autonomy
to
U.G.C
through university and applied for accreditation for all its
eligible programmes. As on March 31't the institution has spent more than 50% of the amount
permitted as perthe original IDP and spent/committed 100% ofthe granted amount.
2.1.7.1 Current Status of the Project
ln the initial phase thrust have been given for the following activities which are specified in the
lnstitutional Developmental Proposal.
a)
Procurement of goods (equipment, furniture, books, LRs, software and minor items) and civil
works for improvement in teaching, training and learning facilities.
b)
lmplementation of a comprehensive faculty development program through active participation
in courses, workshops etc by faculty and staff
c)
lmprovement of academic performance by providing academic support
to
weak students
through conduct of remedial classes, expert sessions and other training programmes.
The institution had an eventful time as far as the TEQIP activities are concerned and one of the
hiShlights being the National Conference on Recent lnnovations in Science and Technology organized
by the college on 26th and 27th of April 2013. The conference received overwhelming response from
the research community and out of the 170 papers received for the conference 36 outstanding papers
were selected for presentation and published the same as bound volume.
As on March 31st the institution has. spent more than 50% of the amount permitted as per the
original IDP and spent/committed 100% of the granted amount. With the objective of enhancing the
R&D activities Dr. T.K. Mani an eminent academician is engaged as the Senior Research Adviso(SRA).
\r;..&
12
Under his guidance the research activities are being structured, research projects are evaluated and
seed money is granted to eligible proposals.
All departments have organized a number of in-house faculty development programmes for
upgrading the skill of faculty in relevant areas. The percentage of faculty with M.Tech increased from
49% at the beginning of the project
to
96% at present. At present 9 faculty members are undergoing
M.Tech and 4 Faculty members are doing Ph.D. ln addition our faculty members have attended a large
number of outstation programmes.
With the objective of enhancing interaction with industry an lndustry lnstitution lnteraction cell (lll
Cell)is set up under the aegis of TEQIP-ll. The college is presently having MoU with TEXAS lnstruments
The institution is collaborating with co-operative banks for providing support for implementing core
banking facility. All the departments in the college has identified thrust areas
for interaction with
industry and is in touch with industries locally and on the basis of core domains identified.
Eight senior faculty members of the coliege have attended Management capacity enhancement
training at llM, Kozhikode. Principal has attenied leadership development programme with National
University Singapore . Six faculty members have attended training programmes on Quality lnitiatives in
Technical institutions at Engineering staff college Hyderabad.
The college has applied
for NBA accreditation for all the eligible programmes and
has taken steps
for achieving academic autonomy which is a significant milestone to be achieved. The proposal
is
forwarded to U.G.C by Cochin University of Science and Technology.
Academic support for weak students is provided under Equity action plan. Diagnostic test is being
conducted for first year students and based on the results bridge classes are organized for subjects like
Physics, Mathematics and Computer Programming. ln addition remedial classes are being conducted
for tough subjects by identify.ing weak students based on the marks of internal examinations. The
transition rate from first year to second year improved from
3OYo
at the time of commencement of
project to 55% at present- ln terms of results of first and second semester results published
Revised IDP
TEQIP Phase
ll : Sub-component
in
Cochin
1.1
13
University of Science and Tech nology(CUSAT) college is ranked fourth among the 22nd Colleges under
CUSAT.
A finishing school is established with the objective of conducting a series of activities which aims at
enhancing the employability of students. A one week training programme was organized by the
finishing school for final year students in six different batches. ln addition aptitude training was given
to a batch of final year students. A language lab is set up and a professor is engaged for enhancing the
communication skill of the students.
The college has achieved the eight target indicators set by National Project lmplementation
Unit (NPIU) as on 31* March.
Having analyzed its current status, its internal strengths and weaknesses, and the threats and
opportunities presented to it by its environment, the management of College of Engineering Kidangoor
has decided
to
continue
the programme of institutional development to allow it to realize its
excellence and expand it in new directions and confidently take hold of the opportunities it perceives
in its environment.
Moreover
the
Board of Governors (BOG) which hasbeen empowered for the management of
the institution is taking lead in implementing the developmental activities in the college. The BoG
is
provided with.
Substa ntial Academic
Autonomy
Full Financial Autonomy (for TEQIP)
Full Administrative Autonomy (for TEQIP)
Full Managerial Autonomy
With the available human resources, interactive administration, top quality student community
and adequate land area the institution is well prepared for the timely completion of the programme.
Revised IDP
TEQIP Phase
ll . Sub-component
1.1
14
2.2
Details
2.2.1
SWOT Analysis:
of
SWOT Analysis, Strategic Plan and Key Activities
An intermediate internal SWOT Analysis of the institution has been conducted with an aim to
make a comprehensive analysis of its strengths, weaknesses, opportunities and threats after partial
implementation of TEQIP-ll so as
to
enhance its scope of activities and meeting the challenges of
future. Recent Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis and a strategic plan
for the development of College of Engineering Kidangoor is presented in this section. The SWOT
analysis is based on internal self-studies and a number of surveys carried out
to determine views of
various constituencies. Strategic objectives are developed into strategies and actions
to
address
weaknesses and threats by effectively leveraging the strengths and opportunities. An operational plan
is developed, which includes specific actions, a timeline for relevant activities, those responsible to
implement them, required resources as well as success metrics to determine the level of achievement.
The TEQIP committee was given with the mandate of preparing a strategic plan for the college,
which could guide the college activities duqing the project duration. The committee was also charged
to
evaluate
the
achievements
of the past five years based on the
previous strategic plan.
Simultaneously, the TEQIP Committee has been working on developing a SWOT analysis. The main
purpose of this analysis was to complement the strategic planning activities and to help in establishing
strategic objectives.
ln carrying out the SWOT analysis a balanced approach has been adopted so that the views of
all constituencies are included. The assessment of strengths and weaknesses are facilitated through
surveys, focus groups, tangible evidences provided by individual faculty and administrators.
lt
is
recognized that different perceptions may exist depending on the representative group consulted.
Therefore, considerable effort has been spent to reconfirm the identified strengths and weaknesses.
The external look
to identify opportunities and threats is considered complimentary to the internal
self-study in the SWOT analysis. National and regional influences and concerns are of paramount
importance when deciding the strategies and actions to address the weaknesses. Though no formal
survey has been conducted to identify the opportunities and threats, group brainstorming, extensive
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
Vub-
a
15
consultations with knowledgeable people, review of local, regional and international developments, a
thorough review of existing literature on engineering education lead to the identification of the most
releva nt opportunities and threats.
'
2.2.1.L Strengths
a)
.
.
.
.
b)
o
.
.
Young and dynamic faculty
Young energetic dedicated faculty with a positive attitude
Faculties are supportive of each other and collegial
Faculties are highly involved in their professional endeavours
Dedicated and experienced supporting staff
Quality of current students
Admission of highly meritorious and ambitious students
A proven evidence of harmony and discipline among the students
Student interest in department as well as College programmes is very strong.
students
(i)
Periodic assessment of staff and
.
Multiple student scholarships are available to appreciate the student's
I
academic
performance
.
Appraisal of teacher's performance by students done systematically, twice in an academic
year
(ii) Availability of infrastructure
.
.
Department libraries function in all departments
A well equipped Language Lab has been established to improve the communication and
presentation skills of students
(iii) Best practices developed by the institution through its journey
.
.
-
The College is strongly student centered and focused
The College has very active and supportive alumni
Community development ventures and social works escalate the goodwill of the institution
Revised IDP
TEQIP Phase
ll : Sub-component
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2.2.1.2
a)
.
o
.
b)
.
.
.
o
Weaknesses
Deficiencies in certain outcomes in graduating students
Communication skills
Design/real world
a
pplications
lmpact of engineering solutions in a global and societal context
lnappropriate mode of teaching
Lack of active learning
lnadequate classroom assessment
lncreasing proportion of new faculty with limited teaching experience
Absence of industrial participation in the curriculum.
lt
is known that learning is enhanced by
the participation of industry
o
Lack of
c)
Large proportion of faculty with limited industrial and research experience
d)
lnadequate reward
off campus programs(eg. online courses)
systems '
.
.
lnadequate merit based incentives for promoting excellence
e)
lnconsistencies in the quality of support staff
.
.
f)
o
.
Lack
of appreciation/recognition of faculty's work
Technicians
Secretarial and administrative staff
Laborious decision-making process at the Managerial level
Complicated and restrictive purchasing procedures
lnadequate office automation
2.2.L.3 Opportunities
a)
Assessment and accreditation
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.
Government policies and funds give hope
to improve the present shortcomings
and the
developments thereby would lead to all UG programmes getting accredited at the earliest.
b)
.
.
.
Available faculty development opportunities
Various Faculty development programmes sponsored by agencies like AICTE, ISTE etc.
Availability of international workshops, seminars etc.
Possibility of utilizing mentors for teaching and research
c)
Location
.
The institution is located away from city bustle and opens a better learning ambience for the
students
.
.
Good connectivity of the campus with the rest of the country through road and rail
Geographic location affords opportunities to develop consultancy work
d) Emerging technologies and new trends in multi-disciplinary
professional education and new
teaching methods
.
.
lnformation based technologies
Possibility
of re-designing curriculum and to allow multi-disciplinary teaching and leLrning.
Possibility of utilizing e-learning and distance education
.
Scope
e)
Young and dynamic society
o
The high level of interest shown by public in the courses offered by the institution provides an
to offer demand based continuing education in all departments
opportunity to translate the high student demand into selective admission
.
.
lmproved economy opens new opportunities to students
Scope
for undertaking joint projects with industries for better exposure to the students
and
faculty.
.
.
.
Scope for generating revenue by conducting evening and vacation classes to outside candidates
Potential for revenue generation by offering need based consultancy to various organizations
Need based community services in the area of engineering and technology
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2.2.1.4 Threats
a)
.
o
r
Competition (local, regional and global)
Competition from upcoming Private Engineering Colleges who have more resources
Accessibility of international technical schools via distance education
Fast pace of developments in technology (e.9. lT, emerging new fields)
b) tack of sufficient number of qualified and
experienced applicants with strong interest in
teaching profession
c)
Quality of incoming students (in terms of language, analytical thinking, motivation)
.
.
The quality of teaching staff in Plus Two education
d)
External threats, changing priorities and limited funding may potentially create internal
lnadequate plus two curriculums
tension over limited resources.
e)
Common syllabi, which cannot be modified frequently as required may deprive the students
of an opportunity of having a tompetitive edge over others
2.2.2
Target Groups
Major benefits at individual level and target population include:
.
o
.
o
Higher earnings for graduates
Reduces duration of unemployment due to closer alignment of institution with industry needs
Superior skills and training of about 300 students graduating every year from the institution
Knowledge enhancement of over 500 persons per year benefiting from continuing education
and training programme
o
o
Professional development of about 100 teachers and educational administrators every year
Technical help to about 1000 persons per year exposed to community outreach programmes
of
the institution.
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2.2.3 Main Challenges to be confronted:
M.ultiple control mechanisms and controlling regulations.have stifled innovative initiatives in
recruitment of faculty, admission of students, curricula revision and up gradation and financial
management in the institution.
Resource constraints, Iow efficiency
of utilization of existing resources and lack of mechanism
for sharing physical and human resources of other sister institutions have led to large scale
obsolescence of physical resources, deterioration of quality of teaching/learning processes and
lowering of competence of teachers
Failure
to attract and retain high quality faculty due to archaic recruitment and promotion
procedures, absence of incentives for quality performance and non-existent staff development
policies in the institution.
lnadequate tapping of talent pools of women, minorities and persons with disabilities who still
remain under-represented in technical profession and developing the critical mass of research
and innovation capacity that can propel them into the knowledge economy.
2.2.4
Vision and Mission Statements
Vision
To be a leading engineering institution in the region, providing competent professionals, who
engage in lifelong learning, driven by socialvalues.
Mission
To prepare engineering graduates for the development activities of the society and industry,
and to prepare them for higher engineering education.
Values:
We believe that all students who enrol in our engineering college for undergraduate
programmes are capable of successfully graduating with a B.Tech degree. We understand that young
people in the typical undergraduate age range are maturing rapidly and therefore may change their
professional and personal aspiiations and may struggle with adjustments to campus life and academic
expectations. lt is our responsibility to maintain a curricular schedule that allows students to change
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directions and services to assist them in making informed
decisions. we embrace the responsibilities
of our faculty members for preeminent research as well as for excellent
undergraduate education.
Furthermore, we highly value the need of everyone in our college
community to balance workload and
personal life' we prize an inclusive, respectful college
environment in which community bonds and
community responsibility exceed competitiveness.
2.2.5
Development of Strategic Goals
After a careful examination of
address
swor
analysis, four strategic goals have been established to
the weaknesses and threats identified. For each strategic goal, a number
of strategies and
specific actions are developed which exploits the strengths
and opportunities. The Goals & strategies
a
re:
a)
Education Environment
Goal: Create a collegiate experience that encourages intellectual
rigor and results in the graduation
of engineers who are weil prepared to succeed in and creation
of an atmosphere of research by
starting P.G programmes.
strategy 1: start Postgraduafe programmes in relevant areas
and nurture and'create
an
atmosphere of research
'
'
'
.
'
ldentifying core competencies of flagship branches and
starting p.G courses in relevant areas
Promoting a culture of research by offering support to research
projects
Promote the value of and provide experimental learning
opportunities
Provide facilities for student chapter activities
Promote the opportunities, an engineering degree offers,
including the option to enter into
other professions.
strategy 2: Maintain excellent teaching, effective learning
environments and learning opportunities
as core attributes within the college
'
o
.
Acquire and reallocate resources to support excellence
in teaching
'
lntegrate written and oral communication skills throughout
the curricula
Recognize and reward exceilence in teaching
continuously evaluate the effectiveness of ach course
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Strategy
3:
Ensure that all students graduate with strong core engineering knowledge enriched by
a broad education
.
Prepare students with the ability
necessary
.
.
.
b)
for modern engineering practise
Prepare students for ethical and professional leadership
Prepare students to communicate effectively among global and diverse audience
Prepare students for lifelong learning and professional improvement
Strategy
.
.
.
.
to use the techniques, skills and modern engineering tools
4: lrnprove
research synergies with industry
Stimulate long term, mutually beneficial industrial collaborations
Expand opportunities
for college involvement in economic development
Educate faculty about technology transfer
lncrease appreciation of entrepreneurship among students and faculty
Diversity
Goal: Promote excellence in education by increasing the diversity of the faculty, staff and students
Strategy
1:
Promote a welcoming climate that enhances the educational and work experience for
all members of the College and prepares our graduates to live in an increasingly global
environment
o
.
Further develop activities of the faculty and staff fostering inclusion group
lmprove retention for women and underrepresented minority faculty and staff
Strategy
.
2:
lncrease the number of underrepresented faculty, staff and students
Educate faculty and staff on the value of diversity and community and develop best practices
for recruiting underrepresented faculty, staff and students
.
Develop a more effective marketing strategy and recruit more effectively from high schools,
community colleges and colleges and universities
,
un
with
substantial populations of
derrepresented stude nts
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3:
Strategy
.
Enhance the climate
for diversity
Develop diversity performance measures by which to evaluate the success of the strategy and
integrate into evaluations and reviews
c)
Engagement
Goal:
Broaden
the College's education, research and service missions to include
stronger
partnerships with the public, industry and government.
Strategy 1: Facilitate gatherings where faculty can interact with various sections of society
.
.
.
.
Continue holding periodic employer ad alumni gatherings
Continue holding annual ceremonial events for distinguished students and their parents
lnvite public to various presentations and exhibitions in the college
ldentify and recognize individuals/institutions with significant contributions to the college
Strategy
.
* i
.
.
Establish mechanisms for improving interactions with industry
lnitiate co-op program
lnitiate departmental external advisory
boars
,
Streamline industrial training courses to connect to local industry
Arrange campus visit and pre-interview programs for prospective employers
Strategy
o
.
.
o
2:
3: Facilitate college
services directed at local industry
Encourage and facilitate faculty consultation
lnstitute policies for faculty secondments/summer work at industry
Streamline intensive training programs to serve the needs of the country
lmprove testing facilities and increase the quantity and quality of trained staff
Strategy
4:
lmprove the community's awareness of the role of the college in serving
it and
enhance the community's role in supporting the college
.
Launch an effective media campaign
to explain the community the role of the college and its
capabilities in taking the community forward
.
.
Prepare and distribute promotional videos/brochures of services being done by the college
Launch a needs survey to determine market needs and preference
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d)
Vitality
Goal: Strengthen the College's intellectual and community vitality
'
Strategy 1: Strengthen and enhance student body vitality
.
.
Provide opportunities for undergraduate research experience
Provide resources
for students to attend and participate in conference and meeting of
professional societies
o
Provide resources for student organizations to participate in competitions at national level
Strategy 2: Strengthen and enhance intellectual vitality
o
ldentify, contact, invite and attract the most outstanding faculty prospects for those areas
lacking faculty
o
Recognize the contributions of experienced faculty who established their career in the college
Promote awareness within the academy administration about the need for faculty salary on par
with competitors
o .
.
Provide a leading program for faculty professiona l'development
Encourage and facilitate attendance
to regional and international professional
development
workshops, conferences and meetings
.
lmprove mechanisms for recognition of faculty achievement in teaching, research and service
Strategy
3: Promote a strong sense of community and collegiality among the students,
faculty,
staff and alumni
.
Promote collaborative teaching and research across traditional disciplinary boundaries and
departments and industry
o
.
Encourage departmental faculty retreats and other social events
Provide a photo of each students on the web, encourage and facilitate student and faculty web
pages
.
lnitiate departmental student advisory councils
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.
lnitiate a periodical college newsletter and publish faculty, student and staff, alumni news,
scientific, social and cultural activities. Distribute to all concerned
.
2.2.5
Establish departmental alumni network
Key activities proposed in the strategic plan developed for
Key activities have been identified which together
institutioml development
will help to achieve the objectives of the
project. These activities are classified under three headings as below.
a)
.
o
o
r
. .
o
' .
.
.
b)
Promotion of academic excellence
Augment the infrastructure in the campus
Faculty and staff development
Curriculumimprovement
Effective implementation of curriculum
Efficient mechanism for studentêacher evaluation
Enhancement of learning resources
lnteraction with industry
Undertaking research and consultancy works
Development of management capacity at institutional level
Networking with institutions
o
r
.
Joint ventures
c)
Rendering services to community and industry
.
.
Academic sharing and staff development
Sharing of physical resources
Services
to industry
Services
to informal sector and community
Key activities or
the strategic plan for the development of the institution is formulated on par
with the institution's vision anil SWOT analysis. Strengths of the institution are used to take advantage
of the available opportunities. Some of the proposed activities may convert the weaknesses to
strength or may avoid them. Opportunities are grabbed and used as guard against threats. Hence the
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activities proposed may maximize the strengths and opportunities or minimize/eliminate weaknesses
or th reats.
Strategic planning will be an ongoing, open and participatory process involving BoG, faculty and
staff of the college. The Strategic Planning Committee, under leadership of the Principal will review
the plan at least annually, ensuring consistency between the departments and the institution.
ln
conjunction with this, the committee also will review annual progress reports from the college,
departments and research units. ln addition, the committee will propose modifications to the college
plan, including annual priority tasks and will carry such proposals through appropriate faculty approval
sta ges.
2.3
Proposed objectives
of the IDP in terms of "lnstitutional Strengthening
and
lmprovements in the Employability and Learning Outcomes of Graduates"
2.3.1
Development of Strategic Objectives
After a careful review of SWOT analysis,
address the weaknesses and threats
"ignt
,tr.t"gi.
objectives have been established to
identified. For each strategic objective, a number of strategies
and specific actions are developed which exploits the strengths and opportunities. Furthermore, an
operational plan including the strategies, specific actions, respo nsibilities, success metrics and
suggested timeline has been proposed.
a
lt is anticipated that each responsible party will develop its
own operational plan to implement the proposed actions. During this time, required resources should
be identified and some possible adjustments need to be made for a realistic timetable. Currently,
targets are not specified for success metrics. However, the first year results will be used as baseline
and improvements will be sought in subsequent years,
2.3.2
Strategic Objectives
A closer examination of the SWOT analysis reveals that College Strategic Plan should focus on
the improvements that rare related to students, teaching methods and faculty. Therefore, the
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26
following strategic objectives have been developed to address the weaknesses and threats related to
various aspects of those issues.
.
To improve undergraduate teaching learning process through better curricula, better faculty
competence, better delivery, better interaction, development
of
proper attributes and
exposure to industria I practlces.
o
To increase facility for undergraduate education through modernization of labs, enhancing the
library facilities and accrediting all the UG programmes
.
To implement the equity plan activities to improve the academic capability and soft skills of
SC/ST/OBC students
o
To improve the sponsored research and consultancy activities through lndustry lnstitute
Partnership Cell
.
To increase the efficiency and effectiveness of the education process through better academic
discipline and improved governance
.
To achieve increased academic, managerial, administrative and financial autonomy with an
organized culture of systematization, team work, efficiency and accountability
o
.
o
To build up a strong academic network with other technical institutions
To act as a hub of continuing and entrepreneurial activities
ln developing objectives into strategies and specific action, effective leveraging of internal
strengths and external opportunities are taken into accountln order to be most effectively used, the SWOT analysis needs to be flexible. Situations change
with time and an updated analysis should be made frequently. lf significant changes are detected,
adjustments should be made in the strategic planning document. Furthermore, an assessment will be
carried out annually
to determine the
progress toward achievement
of strategic objectives
using
specific success metrics and milestones. The assessment will be based on horizontal analysis and
benchmarking as appropriate. lf required, appropriate adjustments and modifications will be made on
the operationa I pla n.
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2.6 Proposed P.G programs
2.6.1 Applied
Electr6nics and lnstrumentation (under Electronics and lnstrurhentation department)
Department of Electronics and lnstrumentation has identified its thrust areas as Automation &
Control and Nonconventional Energy Sources. Also Department committee decided to propose
PG
programme in Applied Electronics and lnstrumentation as this branch covers thrust areas. Among the
9 regular faculties seven has taken M.Tech in relevant discipline of proposed
some of these faculties are planning
to do their
P.hD Electronics
or
PG programme . Also
lnstru mentation. Two faculty
members are already registered for P.hD in Electronics. As we are having Process Control Station and
Labview software in UG level it will not be a burden to conduct a PG programme in this area.
Scope and Objective Applied Electronics and
lnstrumentation
The primary focus of applied electronics & instrumentation engineering is the development and
implementation of electrical and electronic instruments for the purpose of measuring, monitoring, and
recording physical phenomena. Among many other types of instruments, instrumentation engineers
develop seismic sensors, blood glucose sensors, fire detectors, and amperemeters.
lnstruments developed by applied electronics
& instrumentation engineers include
analog,
digital, and mixed signal electronic devices. Major users of these instruments include industries that
rely on automated processes, such as chemical and manufacturing plants. They depend on these
devices for safety, and for improving productivity and reliability. A very large field of work is also
offered in biomedical engineering, and in metrology (the discipline that provides devices for technical
measurements).
The scope of applied electronics & instrumentation engineering is vast, and appears
to
be
growing, in part due to the increased use of automatic control in manufacturing and process plants.
Growth is also tied to the development of more accurate and more robust sensors, which allow us to
detect phenomena of interest (such as the presence of minute levels of toxins in food) with much
higher precision than what we could do a generation ago.
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The Applied Electronics and lnstrumentation curriculum includes courses on the design of
analog and digital electronic devices used for measurement and control of parameters such as flow,
pressure, temperature, and level, and the calibration of such instruments. Students learn
microcontrollers, and
to
design and implement communication networks composed
to program
of
sensors,
actuators, and programmable logic controllers (PLC).
The Applied Electronics and lnstru mentation, is most popular in lndia. The demand for Applied
Electronics is growing rapidly and job opportunities for graduates are multi-faceted. The graduates can
work as Manufacturing Engineers in [multi-national corporations] like Sony, LG, Samsung, and Philips,
as quality
controllers, research, design & development consultants, and entrepreneurs.
The field of Applied Electronics and lnstrumentation Engineering is growing at a very fast pace.
Over the past three decades the field of instrumentation has seen an extremely widespread application
in almost all discipline of engineering e.g., mining & metallurgy, robotics, textile, rolling mills, cranes &
hoists, arc furnaces, chemical engineering, process control, and static relays.
Objectives
The primary objective
of the post graduate programs in
Applied Electronics
and
lnstrumentation is to provide high caliber engineers and scientists who can analyze, design, test
and implement advanced control systems, intelligent instrumentation, and automation
solutions
for
industrial systems
in
areas such as petrochemical, steel, food industry,
pharmaceuticals, military, and power systems . This program emphasizes both the theoretical
aspects as well as the practical aspects to meet the challenges of fast pace of the technological
changes, and it is tailored to foster multi-disciplinary research.
To create a Department for higher technical education dedicated to the cause of developing
professional with high sense of ethic values and commitment to the society, where the student
shall realize their potential and learn to be future Torch Bearers of evolving technologies
through inculcation of proper attitude,
appropriation of tradition and heritage. To provide
quality education, research, training and practical expertise that is stimulating and responsive
to the needs of 21st Century.
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SCOPE
Almost all process and manufacturing industry such as steel, oil, petrochemical, power and
defence producti6n will have a separate instrumentation department, which is manned and managed
by instrumentation engineers. "Automation is the buzz word in process industry, and automation is the
core job of instrumentation engineers. Hence, the demand for instrumentation will always be there,".
The growth in the avionics, aeronautical and space science sectors has also increased the scope
for instrumentation engineers. lnstrumentation engineers can also fit in both software and hardware
sectors.
Apart from covering core subjects such as system dynamics, industrial instrumentation and
process control, analytical and bio-medical instrumentation and robotics, the students deal with
software and hardware topics such as microprocessor and micro controller based instru mentation,
VLSI and embedded system designs,
computer architecture and organisation and computer control of
processes. Computer packages such as Matlab, Lab view and Pspice part of the curriculum. This makes
an instrumentation engineer
fit for both the hardware and the software industry. The demand is so
high that every student finds at least two jobs waiting in the wings, by the time he or she complet€s
her course.
Nature of work of an instrumentation engineer ranges from designing, developing, installing,
to monitor and control machinery and processes. The shift
sector is not only due to the opportunity to showcase ones creative talent and
managing equipments that are used
towards core
knowledge, but also because of the long term stability and quick growth. Bio-medical is another area
that
is
fast catching up and there is huge requirement for instrumentation professionals.
Placements
.
The Applied Electronics and lnstrumentation programs are currently involved in different areas
of research and development whose spectrum spans fields like Aircraft modeling, Mobile multimedia,
Product development, Instrumentation, Active damping controls, Network management, ThermoStructural Testing on Aerospace Vehicle, Satellite altitude control, Safety for Automatic Transmission
Vehicles, Machine learning and data mining, Remote monitoring of solar plants.
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.
Placement in leading core companies like Honeywell , Schneider Electric, Yokogawa , General
,
Motors
Siemens
,
ABB, National lnstruments Ltd. ,l.S.R.O
,
National Aerospace Laboratories
,
Globallogic lndia Pvt. ltd, Verizon data services, BAE systems, OTIS, Danfoss, Rockwell Automation.
Existing Faculty with expertise in the thrust area:
Designation
Name
Pradeep T.S.
Associate Professor
M Tech, Doing P.hD
Tina P.G.
Assistant Professor
M Tech, Doing P.hD
Vinod
Assistant Professor
M Tech
Saji Justus
Assistant Professor
M Tech
Dinu A.G.
Assistant Professor
M Tech
Bushara M.
Assistant Professor
M Tech
Shincy P. Kunjumon
Assistant Professor
M Tech
P.
Area of Expertise
Qualification
Optoelectronics
icrowave
Electronics
M
Optoelectronics
Control &
lnstrumentation
Applied Electronics
and lnstrumentation
Control &
lnstrumentation
Control &
lnstru mentation
2.5.4 Power Systems and Control (under Electrical and Electronics department)
Department of Electrical & Electronics has identified its thrust area as Energy, systems and
control. Among the 8 regular faculties 4 had taken M Tech in control and power system related
subjects. Moreover most of the faculties are continuing their work in the field of renewable sources of
energy, energy auditing and energy management.
Department committee decided.
to propose
PG programme
in Power Systems and Control
which covers almost all topics in the thrust area(Power system dynamics, power system economics,
electrical energy market, Energy auditing, Power system control, Energy management and renewable
sources of energy). Moreover to focus mainly on research and development solar energy and energy
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plan'
management fields, the equipments needed are identified and incorporated in the procurement
The training need analysis of the faculty and staff, in house trainlng programmes and Mou
to be signed
are planned to be in association with the thrust area identified for the department.
Scope and Objective of Energy, Systems and Control
power
The recent advances in electrical power systems have enormous impact on the way of
generation transmission and distribution. The worldwide power sector is in the process of reforms
through deregulation and restructuring. As a result the environment faced by electric utilities and their
form of a
operating procedures have changed drastically. The modern electrical power system is in the
in
large interconnected network for economy and reliable operation. So the need of future world lies
the advances and applications in the field of power systems, power electronics, renewable energy,
power electronics application to power systems, control system theory and electric drives. Eventhough
the main focuses are on power systems operating in competitive environment, renewable energy and
distributed generation, the research works includes employment of novel software technologies and
other intelligent approaches achieved with conventional computational techniques in the field of
power system power system operation and control.
.
Areas in which faculty
will undertake their major research/consultancy work:
Power system dynamics, control and optimization
Modern power system protection, lnstrumentation and control
Energy auditing
Power quality and reliabilitY
Smart grid, SCADA in power and energy sector
Energy management
Laboratory Facilities
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industries mainlY
well-developed laboratories having latest equipments being used by various
energyauditinsequipments.Theexperimentalset.upsfortestingCTsPTsandrelaysenablefaculty
andstudentstocarryoutexperimentsandprojectsveryeffectively.ThePGsoftwarelaboratoryis
equippedwithlatestcomputinsfacilitiesincludingsoftwaretoolslikeMATLAB,MiPowerandPSP|CE
etc.Thelatestequipmentstoenhanceresearchworksinthefieldofrenewablesourcesofenergy
procurement plan
especially solar energy is incorporated in the newly added
Placement for PG students:
Foreseeing
projects in the
the multiplying demand of electrical power and upcoming power
country,theproposedPGprogrammeisdesiEnedtocatertotheneedsofsuchpowerinfrastructure
to build plants
The restructured power industry in the country needs engineers
industries and utilities.
long life of the equipments'
and system, maintain its stability, offer minimum outages and ensure
power system, switchgear, system,
Hence, the intended course mainly focuses on protection of
modelling,analysisandsimulationsofvariousequipments,componentsandconditions'The
research capabilities, visualize
curriculum motivates student to solve problems analytically, develop
groomed under this proBramme
actual conditions / possibilities and ways to mitigate them. students
companies / organizations
will be technicalty fitting for the various job openings in some of the leading
listed below:
TataPower,NHPC,NTPC,TorrentPower,AdaniPower'suzlonEnergy'StateElectricity
Jyoti Ltd'' Essar Group of
ERDA, T&R, GEDA, ABB, Areva T&D, Jay Shree lnsulators'
Companies,
CPRI' CERC' BEE etc'
Companies, Crompton Greaves, Reliance Energy, BHEL, Power Grid'
Existing Faculty with expertise in the thrust area:
Designation
Name
Qualification
M Tech
lndhu P. Nair
Associate Professor
Jijo Balakrishnan
Assista
Binimol V.
Assista nt Prof essor
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K.
nt Professor
(lnstrumentation &
Control)
M Tech (Control
System)
M Tech (Power
Area of ExPertise
Power system control
and soft comPuting
Energy auditing
Energy management
College of Engrneering Kidangoor
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33
Anith Krishnan
2.6
Assistant Professor
System)
M Tech (Guidance &
Navigation)
Renewable sources of
energy, solar energy
Faculty Development Plan
Training Need analysis(TNA) was carried out in the institution and all faculty and supporting
staff was included in the process. The Performa of TNA was circulated to all through department heads
and data was collected. The training programmes were devised based on individual requirement,
departmental requirement and institutional requirement. The training programmes include subject
domain trainin& training in pedagogy, soft-skills. Faculty members are also encouraged to upgrade
qualification and for the same QIP is introduced. Details of Faculty and Staff Development Plan is given
below.
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2.7
Relevance and Coherence of IDP with State's/National/lndustrial/ Economic Development
Plan
'lndia's continued economic success will depend on its ability to provide educated and skilled
manpower. A strong technical education system is a necessary precondition to underpinning lndia's
efforts to further enhance the productivity and efficiency of economy. Well educated and skilled
people are essential
for creating, sharing,
disseminating and using knowledge effectively. The
knowledge economy of the twenty first century demands a new set of new competencies which
includes soft skills as problem solving, analytical skills, group learning, working in a team based
environment and effective communication. Fostering such skills requires an education system that
is
it
is
flexible and can develop core skills that encourage creative and critical thinking. ln addition,
necessary
to develop an effective learning and training system to provide continuing education
and
skill up gradation to teachers in order to provide changing skills necessary to be competent in a new
global economy. Our lnstitutional Development Plan (lDP) designed to best fit voyage for self keep
tracking of local resources and opportunities. The successful completion of this IDP will contribute to
the systematic transformation of the technical education system as a whole as proposed in National
Policy on Education (NPE).
Cu rrent
Tech ni cdl Edu
cdtion
Sce no rio
:
The new millennium has witnessed unprecedented challenges and opportunities for higher
education, arising from the effect of changing economic policy of liberalization and globalization. The
economic policy has not only opened wider options for the investment for the lndian industry but has
brought in the realization that only the best can survive in the world market and that only quality in
products and manpower is the key to success. Knowledge is increasingly recognized as the main force
behind economic growth and development in the context of global economyr coupled with information
and communication revolution, the emergence of worldwide labour market leading to significant
change in the global socio-political environment across the
world. The lndian Economy is helped
Sreatly with availability of strong talent in lnformation Technology. Since lT is pervasive in all fields
of
technologies and lndia being the hub in this sphere, the present situation has created much larger
avenues of education and training. To meet the existing demand, a large number
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
V
of private self
aCollege of Engineering Kidangoor
J5
financing institutions were established in the country in the last ten years, mostly catering
to
lT
industry which has now reached a saturation point and creating the problem of sustenance of these
institutions. The management of private institutions lacked vision and expertise to adjust their
curriculum to suit the changing needs efficiently and effectively an hence are unable to maintain world
standards in education. The Government institutions on the other hand, have so far survived due to
public support. The institutions can no longer survive with obsolete knowledge among teachers, old
curricula, obsolescence in the Iaboratories and workshops and wide spread indifference to the need of
the industry.
One of the other major off shoots of globalization is the rising prosperity and reach of world
media even in middle class homes creating awareness and demand for the latest technology among
the consumers in every field and consequently forcing he industry to provide the latest. The need for
skilled manpower to cater to the changing technological needs is attracting multinational companies
to
invest in the country. Along with sound technological skills, today's technocrats need sound
to survive. The ability to take tough decisions, be motivating team leader,
understanding the market behaviour and orienting it to his/her advantage are some of the key
attributes of successful ,.n.U"*.
management skills
Earlier the attraction for technical graduates was to join the industry at a premium salary but
now due to voluminous growth of lnstitutions in private sector, the private sector itself is attracting
teachers on lucrative salaries. The shortage and lack of training and attention to overall growth of
teachers
is exerting enormous pressure on the educational delivery system to meet
quality
benchmarks, largely because the majority of teachers themselves are not familiar with the latest. This
factor is adversely affecting knowledge and skill acquisition by students thereby lowering their
employability (only 25%
at present). The performance and accountability of teachers should be
enforced. The learning is focused towards mere passing examinations. Significant efforts are not
made to develop, either self-learning skills or industry needed "soft skills". With a good undergraduate
education only, one can concqive the production of high quality postgraduates and researchers.
ln spite of above factors technical education system in the country is growing and many new
teachers are joining the system. Efforts are required to be made to attract better quality of teachers to
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
\k/y-
36
the system and retain them by providing motivational inputs such as better working conditions, growth
opportunities, acquiring higher qualifications, cultivation of research culture and linking them with
industries. A scenario is to be created such that the institutionalfaculty own technology development
not merely remain as teachers of borrowed technology.
lnnovdtion, lntellectudl Competition ond Entrepreneurship:
lnnovation, intellectual competition and entrepreneurship are almost totally absent even in
many good institutions, as these are not considered integral part of the curriculum and training of
young graduates and postgraduates. lnnovation demands intellectual challenge that is rarely put
before the students. Even conversion of a research result to a useful product needs specialized skills
that require not only nurturing and fostering but also training and repeated exposures to "learning
from failures". While the graduates and postgraduate students are transient and disappear from the
scene after receiving their respective degrees, there
is no institutional mechanism to convert
innovative ideas generated by outgoing students into useful products. Most of the institutions are
seasonably equipped
to handle UG programs. The focus of the project is to promote PG and
education, faculty quality and faculty research culture. Teachers need
to
PhD
be given flexibility to
apportion their time between teaching and research. The main objectives of the TEQIP are to bring
about lnstitutional development through academic excellence, organisational
development,
networking with other institutions and service to Community and lndustry. lt therefore provides a
unique and welcome opportunity
to
help
it
move in these directions and provide the necessary
structural reforms and policy climate to allow it to do so.
ln a world of increasing interdependence, individual excellence must be replaced by collective
excellence and leadership becomes an act of service by which the talents and potentials resident in the
network of institutions are encouraged and stimulated to find their expression in coherent collective
action. This is the role that College of Engineering Kidangoor sees for itself, which this project will help
it to fully embrace, in full awareness of the responsibilities and challenges that such leadership entails.
This lnstitutional Development plan will help it make the transition from individual excellence
to collective excellence by fostering in it the special leadership qualities that this entails.
L-
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
\Ja+'
37
Participation of Departments/Faculty in the IDP Preparation
College management promoted
the participation of academic communities in the preparation
of IDO since they recognized the value of the experience'and knowledge of academics in the various
aspects of the institutional dynamic and that as a result of their participation, the concrete products
planning may have a greater conceptual wealth. As well,
it
of
is assurned that the participation of
teachers in these processes can promote other, added values, such as the generation of a sense of coresponsibility for the actions outlined in the lDP, an increase in the institution's ability to promote an
academic leadership distributed throughout the institution, a greater possibility for implementing the
actions contained in a IDP in an effective manner and a greater commitment and identity with
institution, its mission and its developmental perspective.
For better integration
of plans of individual departments in support of the
lnstitutional
Development Plan, a one-day Strategic Planning Workshop chaired by the Principal and led by the
TEQIP coordinator
was held in the college. At the workshop, all the Department Heads and
Administrative Unit Heads participated and presented their strategic plans
for
discussions and
feedback. Views on the strategic objectives of the lnstitution were also exchanged. Subsequent to the
Workshop, participants also initiated similar workshop sessions within their own faculty, department
or administrative unit as a follow-up.
Strategic planning will be an ongoing, open and participatory process involving BoG, faculty and
staff of the College. The Strategic Planning Committee, under leadership of the Principal, will review
the plan at least annually, ensuring consistency between the Departments and the lnstitution. ln
conjunction with this, the Committee also will review annual progress reports from the College,
departments and research units. ln addition, the Committee will propose modifications to the College
plan, including annual priority tasks and will carry such proposals through appropriate faculty approval
stages.
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
w
ACollege of Engineering Kidangoor
3B
2.8
lnstitutional Project lmplementation Arrangements with Participation of Faculty and Staff
Primary responsibility for overall implementation of the College Strategic Plan lies with the
'Principal. The Principal will, in consultation with the BoG, College Council and appropriate faculty
members or representatives, make resource decisions that are consistent with the
plan.
Strategic
planning will be an ongoing, open and participatory process involving faculty and staff of the College.
The Strategic Planning Committee, under leadership of the Principal, will review the plan at last
annually, ensuring consistency between the Departments and the College. ln conjunction with this, the
Committee also will review annual progress reports from the College, departments and other units. ln
addition, the Committee will propose modifications to the College plan, including annual priority tasks
and will carry such proposals through appropriate faculty approval stages.
The Principal will prepare an annual progress report for the faculty and staff that includes
a
comparative summary to prescribed plan metrics. Within the institution, action groups were formed
for carrying out various action plans and for monitoring purposes, to divide the responsibility and to
ensure proper implementaiion of the programme. Regular discussions may be worked out for all
groups to meet and evaluate the progress on monthly basis.
o
Faculty and Staff groups are involved in the implementation of the following:
a)
Faculty and Staff development
Chairman: Prof. Syamesh
K.G
Responsibility: The group involves in providing the service and monitoring in connection with
development of the faculty and staff to upgrade their knowledge, skills and efficiency.
b)
Procurement of Civil works
Nodal Officer: Prof. Mary James Kappen.
Responsibility: The group responsibility is to call for quotations and procure materials required
for civil works at appropriate time for the project period as per the World Bank norms
c)
Procurement of Goods
Chairman: Prof. Saji Justus
0^'
Revised IDP
TEQIP Phase
ll : Sub-component
\rar/1.1
39
Responsibility: The group responsibility is to see that the procurement of necessary goods
per World Bank norms and procedure and at appropriate time for the project period.
d)
as
lndustry lnstitute lnteraction
Chairman: Prof. Gitty Rose Eugine
Responsibility: The group will ensure to have better interaction with industry for new
technology training needs, output requirements of students, placement and to prepare the
faculty and staff with the latest trends, needs knowledge and information.
e)
Equity Action plan activities
Chairman: Prof. Sonima M.P.
Responsibility: The group looks for the needs of backward community (SC/ST/OBC) and giving
training to make them sustain in the field of employment and entrepreneurships.
f)
Books and E-learning resources
Chairman: Mrs. Sreelekha M.
Responsibility: The group responsibility is to enhance digital library facilities with emphasis on
e-learning resourcps to students and faculty to increase the learning outcor_nes of the students.
Systematic data collection
for
each of these indicators: Data collection formats will be
developed by the M&E Cell and disseminated
Forms
will
to all divisions for quarterly data collection.
be completed with 15 days of the end of each quarter.
Establishment of a central computerised dqtobose on institutional performance: A database
will be developed for the computerisation of the collected data and automated production of
summary tables and charts and all data will be entered from the forms quarterly
Upgrading of Finoncial lnformotion Systems: so that they can easily generate unit cost and
other aggregates data and summaries as required by management
Preporation of quarterly progress reports: these will be prepared within a month of the end of
each quarter and circulated to all divisions
Quarterly Manogemen,t Review Meetings: summary data will be presented, considered and
discussed at quarterly division head meetings and corrective action taken atthese meetings.
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
40
These meetings will be followed by divisional and other team meetings where decisions about
the required corrective action will be taken. Other data, such as internal and external surveys and
'
special studies,
.
will be collected and analysed.as required. For punctual activities, such as
conferences, demonstrations, visits to the community, etc... a simple report format will record data
on attendance for each event.
Each
committee will consist of 5 members excluding the chairman of the committee mentioned
above, the names of whom will be nominated by the College council of the institution.
.
AssessmentPhilosophy
Our assessment plan addresses expected student learning outcomes as measured in classroom
activities and in subsequent performance. We will use an outcomes based assessment process and
incorporate a formal continuous quality improvement mechanism with the assessment efforts in the
college. We will ensure faculty commitment to assessment and ensure resources to support the
lnstitution's Assessment Plan (lAP). IAP will use the following strategies
to
assess
the overall
implementation of the project.
.
o
Key Program Metrics:
.
Graduation rates
.
Retention and persistence
.
Number of students going-on to graduate programs
.
Number of students immediately employed in their field
.
Number of joint and interdisciplinary programs
.
Students awards and distinctions
Evaluation Tools
The institution will utilize the following tools to evaluate progress toward achieving our
educational mission:
.
Student admission a'pplications (quality and number)
.
Enrolled students (quality and number)
Revised IDP
TEQIP Phase
Il : Sub-component
1.'l
41
.
.
Pace and scope of new curriculum development
.
Faculty/student interaction (mentoring, advising, supervision)
.
Quality of educational facilities (computers, labs, student study areas)
.
Exit surveys: Alumni surveys (1 year, 3 and 5 years); lndustry surveys
.
Student teaching evaluations an peer teaching reviews
.
Graduate placement and job distribution
.
Graduate admission to graduate programs in other high ranking institutions
.
Faculty participation in teaching workshops
.
Student participation in research
.
Faculty published work on educational issues (papers, books)
.
National recognition of educational contributions (awards, invited talks, papers, quotations)
.
Interaction with other departments and other institutions (quality, frequency)
Review of Progress in Research and Professional Excellence
The lnstitution will assess progress in research and professional excellence by reviewing:
.
Publications(papers/books)
.
Citations
.
Research proposal activity, awards and expenditures
.
Facilities (scope, quality, uniqueness)
.
Student outcomes; Awards and honours
.
Patens
.
Professional and scientific impact (effect on industry, effect on other researchers)
.
Conference and workshop participation invited talks
.
.
Consulting opportunities
Service and leadership in professional societies (conference organization, technical
committees, advisory committees, editorial positions)
Revised IDP
TEQIP Phase
ll : Sub-component
1.1
42
foreseeable future, regardless of any project implementation. The TEQIP project provides
a
significant boost in these strategic directions and introduces of reinforces several streams of activity
which include:
An educational program
A networking program
An outreach program
An organisational development program
College
of Engineering Kidangoor is confident that each one of these streams of activity will
be
sustained and even expanded beyond the life of the project. However, the sustainability of each one
of them activity depends on different parameters and strategies, as briefly discussed below.
a)
Educational Program
The sustainability of educational excellence implies the continuation of effective teaching and
learning practices that will have been acquired during this project. lt requires, specifically that faculty
continue
to adopt improved educational
practices and instituting a pe?manent system of quality
control and improvement in teaching. Here again, attention has been paid to systematic educational
training, the establishment of a performance evaluation system that takes teaching performance into
account and systematic processes of teaching improvement. Thus, continuous attention to teaching
improvement is likely to become part of the culture of the institution.
b)
Networking Program
While CEK has had and continues to have, many collaborative relationships, the idea of a formal
partnership with a network institution for quality improvement has been introduced to CEK by TEQIP.
c)
Outreach Program
The outreach program_.is dear to the hearts of many CEK faculty and is already sustained by
their personal volunteer initiaiives. The net effect of this projact will be to create the necessary
structure to formalise, channel and support the high level of energy and commitment
Revised IDP
TEQIP Phase
ll . Sub-component
to
serving
1.1
43
communities and the non-formal sector and can only permanently increase the level of activity in this
area. The project will have been instrumental in creating new capacities, networks and relationships to
make CEK's action more coherent and effective.
lt
is also expected that the project will have given CEK'
the capacity to source private and government funds to sustain such activities.
d)
Organisational Development Program
The organisational development program is, by its very nature, a temporary activity, helping
to
shape a new organisational culture. Once established, systems and procedures will become part of the
organisational culture and will continue operating. Most system development efforts will occur during
the first two years of the project. CEK will therefore have three years to stabilise newly introduced
behaviours, until the next set of organisational challenges come along. But by then CEK will have
leaned a new skill of managed organisational change and become a dynamic learning organisation.
Commitment
to
change and comfort with change are more important than the systems being
introduced. lt
is
for this reason that the project design pays great attention to changing attitudes and
creating the right climate and dynamics for change in the first year of the prol'ect.
2.L3.2
Ensuring Adequate Fund Ftow
The prospects for financial sustainability, with adequate core funding from the government and
the right policy environment are good.
CEK
already has demonstrated its ability to generate funds
through student fees and other projects. The project will have improve CEK'S networking and public
relations capacity to generate funds. As mentioned above, CEK's capacity to generate project and
consultancy revenue also hinges on the quality the faculty that can be inducted during the period of
the project and its proper orientation and training.
\ffi
Revised IDP
TEQIP Phase ll
Lo
Sub-component
'1.1
44
2.14
lnformation related to special academic achievements of the institution
The college demonstrates excellence in providing quality education every academic
year. lt
is
rather a proud boast that our institution is giabbing university ranks in different streams of academid.
The number is getting higher and higher every year and it shows a posltive sign and motivates the
team
to
pursue
more. Though we do not
possess state-of-the-art infrastructure and ease in
accessibility to industries, we display a wide range of students with scholarship and articulation skill
every year.
ln 2010, there were 3 university ranks in Electronics & lnstrumentation Engineering, Electrical and
Electronics Engineering and lnformation Technology.
university ranks
in
Electronics
&
ln 2011 and 2012, College has secured
lnstrumentation Engineering, Electronics
&
4
Communication
Engineering and lnformation Technology. MITR, an artificial intelligence enabled robot designed and
developed by our student Mr. Monu Cherian with the support of the faculty snatched special attention
of the country. He could win many awards and appreciations from many pioneering technology
institutes in the nation like llT and NlTs. The transition rate from first year to second year improved
from
3Oo/o
at the time of commencement of project to 52/o at present. ln terms of results of first and
second semester results published
in
Cochin University
of
Science and Technology(CusAT) in
December 2013, college is ranked fourth among the 22nd Colleges under CUSAT.
Most of the faculties are products of top class engineering colleges of the states and they are
still counting their achievements in the academic paraphernalia through developing their carrer and
enhancing their knowledge set. This proves our throb, vigor and desire to conquer heights.
*****
,ffi
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TEQIP Phase ll
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Revised IDP - College of Engineering, Kidangoor

Transcription

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