Enabler B – Financial Strategy and Funding Models Enabler
Short-Term Strategic Roadmap (0–2 Years) · Institutional Development Plan (IDP)
🎯 Vision Statement
A financially resilient and diversified funding ecosystem that ensures sustained institutional growth, surplus generation, and strategic reinvestment in academic and research excellence.
At a Glance
7
Focus Areas
21
Strategic Goals
0–2
Year Horizon
⏱️ 0–2 years
Short-Term Strategic Goals
21 goals across 7 focus areas driving this Enabler forward.
01
Financial Policies
3 goals
- 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.
02
Action Plan and Budgets
3 goals
- 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.
03
Main Sources of Revenue to Be Developed
3 goals
- 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.
04
Close Liaison with GOI Ministries / Agencies and Access to External Funding and Grants
3 goals
- 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.
05
IRG Scheme in Each Department
3 goals
- 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.
06
Financial / Investment Committee
3 goals
- 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.
07
Staff Providing Financial Services
3 goals
- 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.
No focus areas match your search.
📊 Key Indicator
A financially resilient and diversified funding ecosystem that ensures sustained institutional growth, surplus generation, and strategic reinvestment in academic and research excellence.
Outcome: Diversified revenue streams, financial resilience, and sustainable reinvestment capacity.
Leadership Driving this Enabler
| 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 |