Enabler B · Financial Sustainability
Enabler B: Financial Enablers and Funding Models (Resource Generation)
Short-Term Strategic Roadmap (0–2 Years) · Institutional Development Plan
Vision Statement
A financially resilient and diversified funding ecosystem that ensures sustained institutional growth, surplus generation, and strategic reinvestment in academic and research excellence.
7
Focus Areas
21
Strategic Goals
0–2
Year Horizon
- Develop comprehensive institutional financial policies outlining the roles, responsibilities, and accountability mechanisms of university leadership, finance officers, departments, and governance bodies in managing institutional financial assets.
- Establish structured financial governance systems supporting transparent budgeting, institutional expenditure monitoring, policy compliance, and evidence-based financial decision-making.
- Strengthen institutional financial governance frameworks aligned with NEP 2020 priorities, entrepreneurship ecosystems, innovation-driven growth, and sustainable institutional development.
- Finalize institution-wide action plans aligned with the Institutional Development Plan and establish structured budget frameworks covering academic, administrative, research, infrastructure, and innovation-related activities.
- Develop detailed Capital and Revenue Budgets with clearly defined budget line items, departmental allocations, implementation timelines, milestones, and accountability mechanisms.
- Establish monthly and quarterly budget monitoring systems to ensure effective fund utilization, expenditure tracking, and financial planning across all academic and administrative units.
- Continue strengthening tuition fees and student-centered academic services as major institutional revenue streams through quality enhancement, academic excellence, and improved institutional outcomes.
- Increase institutional revenue through consultancy services, sponsored research projects, Executive Development Programs, Management Development Programs, and professional certification ecosystems.
- Explore diversified funding sources including government grants, CSR initiatives, innovation projects, alumni contributions, and entrepreneurship-driven institutional initiatives.
- Establish dedicated institutional cells responsible for identifying, securing, managing, and monitoring external grants, government funding opportunities, and research support initiatives.
- Develop standardized templates, SOPs, proposal frameworks, and institutional support systems for funding applications aligned with Government of India ministries and external funding agencies.
- Strengthen institutional awareness and faculty engagement mechanisms to increase participation in government-funded schemes, modernization initiatives, and externally sponsored projects.
- Train and mentor academic departments in Internal Revenue Generation (IRG) frameworks, consultancy ecosystems, research commercialization strategies, and innovation-led revenue-generation practices.
- Encourage each department to develop structured IRG plans aligned with institutional priorities, departmental strengths, and entrepreneurship-driven academic ecosystems.
- Strengthen departmental visibility through institutional branding, digital outreach, academic profiling, and strategic communication mechanisms to support consultancy and collaboration opportunities.
- Strengthen the Finance and Investment Committee as a statutory governance body responsible for institutional budgeting, investment planning, expenditure review, and financial risk management.
- Establish structured institutional mechanisms for reviewing financial proposals, investment decisions, endowment utilization, and long-term asset management systems.
- Develop institutional financial risk assessment and insurance frameworks supporting sustainable investment governance and institutional financial resilience.
- Strengthen institutional finance teams through dedicated financial leadership roles including Chief Financial Officer, treasurer, accountants, auditors, investment advisors, and financial operations staff.
- Conduct structured training programs for administrative and finance personnel to strengthen financial governance efficiency, grant management systems, budgeting practices, and institutional financial operations.
- Review and strengthen institutional financial procedures and operational guidelines to improve accessibility to research grants, consultancy funding, and externally sponsored projects.
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Key Indicator · Expected Outcome
Diversified revenue streams, financial resilience, and sustainable reinvestment capacity.
Leadership Driving this Enabler
5 members of the Enabler B committee.
| Name & Designation | Position |
|---|---|
| Mr. Ravindra Bhandary, Vice President, JGI | Chairperson |
| Mr. M.S. Santhosh, Joint Registrar | Convenor |
| Dr. N V H Krishnan, Advisor, Chancellor's Advisory Board | Member |
| Ms. Aparna Prasad, Director, Office of Communications and Human Resources | Member |
| Mr. M.S. Parswanath, Director, Projects and Facilities, JGI | Member |