Enabler A · Governance
Enabler A: Governance Enablers
Short-Term Strategic Roadmap (0–2 Years) · Institutional Development Plan
Vision Statement
A transparent, accountable, and digitally empowered governance structure that ensures strategic leadership, regulatory compliance, and participatory decision-making across the institution.
9
Focus Areas
27
Strategic Goals
0–2
Year Horizon
- Ensure active participation of University leadership, faculty members, alumni, and external stakeholders in governance bodies such as the Board of Governors, Academic Councils, and institutional committees to strengthen participatory governance systems..
- Integrate entrepreneurship representation within institutional governance and advisory systems through startup mentors, innovation experts, industry leaders, and entrepreneurial ecosystem stakeholders.
- Strengthen institutional governance structures through clearly defined roles, responsibilities, accountability mechanisms, and decentralized decision-making systems across academic and administrative units.
- Implement institution-wide quality assurance mechanisms including 360-degree feedback systems, internal academic audits, and structured performance review systems for faculty, students, and administrative units.
- Establish clearly defined governance processes, deliverables, accountability frameworks, and outcome-based institutional monitoring systems aligned with UGC and NEP 2020 guidelines.
- Institutionalize evidence-based quality review mechanisms through regular peer reviews, stakeholder feedback systems, and academic performance monitoring frameworks.
- Strengthen institutional financial sustainability through research grants, consultancy services, industry collaborations, Executive Development Programs, and Management Development initiatives.
- Establish institutional frameworks supporting external revenue generation through innovation-driven academic initiatives, entrepreneurship ecosystems, and professional certification programs.
- Develop structured financial planning systems aligned with institutional growth priorities, resource optimization, and long-term sustainability objectives.
- Build leadership capacity across academic and administrative units through evidence-based decision-making systems, accountability-driven governance practices, and institutional leadership development initiatives.
- Strengthen strategic management systems through clearly defined institutional objectives, performance indicators, and coordinated governance implementation mechanisms.
- Develop institutional leadership frameworks supporting innovation-driven governance, entrepreneurial thinking, and collaborative institutional management practices.
- Review and formalize the University Vision and Mission through stakeholder consultations, participatory governance mechanisms, and structured institutional planning frameworks.
- Develop short-term, mid-term, and long-term institutional planning templates for academic departments, administrative units, and governance bodies aligned with the Institutional Development Plan.
- Align institutional planning frameworks with NEP 2020, NCrF, NHEQF, NSQF, entrepreneurship ecosystems, and emerging higher education priorities.
- Implement IT-enabled governance systems for institutional monitoring, academic management, compliance tracking, and governance coordination across all campuses.
- Develop MOOCs through platforms such as SWAYAM and strengthen online and blended learning systems to improve accessibility, flexibility, and continuous learning opportunities.
- Establish institutional digital governance frameworks supporting governance transparency, institutional reporting systems, and academic process monitoring mechanisms.
- Establish institutional risk assessment and compliance monitoring mechanisms addressing legal, financial, safety, environmental, academic, and operational risks.
- Develop institutional disaster preparedness frameworks, emergency response systems, and risk mitigation protocols aligned with institutional governance priorities.
- Constitute institutional compliance and risk review committees to periodically monitor governance risks, policy gaps, and institutional vulnerabilities.
- Constitute External Advisory Boards comprising industry leaders, academicians, governmental representatives, policy experts, and innovation ecosystem stakeholders to support institutional governance and strategic guidance.
- Establish structured stakeholder consultation mechanisms enabling advisory boards to contribute towards institutional planning, governance review, and academic transformation initiatives.
- Integrate entrepreneurship and innovation experts within advisory systems to strengthen startup ecosystems, industry collaboration, and institutional innovation governance.
- Institutionalize structured student feedback mechanisms including 360-degree feedback systems, learner satisfaction surveys, academic review systems, and student participation frameworks.
- Strengthen student voice and participatory governance systems through implementation of the Student Charter across all campuses.
- Develop institutional feedback review systems enabling faculty members, departments, and governance bodies to continuously improve academic delivery and student engagement practices.
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Key Indicator · Expected Outcome
Institutional readiness, transparency, inclusivity, and participatory governance.
Leadership Driving this Enabler
6 members of the Enabler A committee.
| Name & Designation | Position |
|---|---|
| Dr. Easwaran Iyer, Advisor, Chancellor's Advisory Board | Chairperson |
| Dr. Asha Rajiv, Director, IQAC | Convenor |
| Mr. Ravindra Bhandary, Vice President, JGI | Advisor |
| Dr. J. Letha, Pro Vice-Chancellor | Member |
| Ms. Aparna Prasad, Director, Office of Communications and Human Resources | Member |
| Mr. M.S. Parswanath, Director, Projects and Facilities, JGI | Member |