Institutional Strategic Plan and its Effective

Implementation and Monitoring

The institutional strategic plan comprising of different strategies for the institutional
development has been prepared and made available by carrying out systematically strength,
weakness, opportunities, threat (SWOT analysis) of the institute as explained in the following
paragraphs.
The Director, Principal ,Dean Academic, Dean Research, Administrator, Registrar (Academic),
Registrar (Administration), all HoDs, Nodal Officer, Stake holders of the Institute had several
interactions, discussed extensively and arrived at the tentative institutional level SWOT analysis.
This institutional level SWOT analysis has been reviewed in conjunction with the department-
level SWOT analyses to arrive at a consolidated institute-level analysis. This was again
discussed with all the faculty and staff to finalize the Strength Weakness Opportunities Threat of
the institution as detailed below:
Procedure adopted for conducting the SWOT analysis and participation of the
Stakeholders:
1. SWOT analysis was carried out by involving all stakeholders such as management,
faculty, supporting staff, students, parents, alumni and representatives of employers. For
this there were group consultations and discussions.
2. Meetings and consultation were conducted with the HODs and senior faculty. Each
department submitted data on strengthening the following institutional infrastructure,
laboratories, workshops, library and connectivity. Inputs were also received on new PG
programs particularly in emerging areas training for the faculty and additional softwares
that could be procured.
3. Adequate emphasis has been given to faculty development. Faculty/non-teaching staff
provided their respective Training Needs Analysis.
4. Assessments were made on the additional academic inputs to be provided to the students
hailing from weaker sections of the society such as SC/ST/OBC.
5. At the departmental level, departmental faculty, technical staff and students discussed
their respective SWOT analysis.
6. Departments submitted their departmental development plans to the Principal’s office.
 7. Principal’s office has consolidated the SWOT and the action plan received from the
departments.
8. The entire developmental plan in totality was discussed with HODs /senior faculty. Their
inputs and suggestions were considered.
9. The development plan was placed before the BOG for consideration and approval.
While carrying out the SWOT analysis he following factors were considered:
a) Existing Infrastructure of the institute which includes buildings, laboratories, equipment,
workshops, library, connectivity, transport, furniture, hostels, medical facilities, play
grounds, canteen, availability of Bank and Post office facilities etc.
b) Fee structure, admission policies of the government including reservations, requirements
of the affiliating university/ AICTE/UGC.
c) Outcome based Curriculum Development and teaching & learning processes.
d) Additional academic support for weaker students to improve their performance in the
examination.
e) Employability rate.
f) Training Needs of Faculty/Technical Staff/Supporting Staff.
g) Research, consultancy and IPR.
h) Industry Institute Interaction.
After several brain storming sessions, the strengths, weaknesses, opportunities and threats
were identified:
Strengths:
S1. Supportive management, committed faculty & staff and motivated students.
S2. Strong focus on Excellence in Education, Research and Promotion of Innovation &
Entrepreneurship.
S3. Youngest engineering college in the country to be conferred the prestigious Autonomous
Status by UGC, New-Delhi. in the year 2007.
S4. Accreditation of the college by National Assessment and Accreditation Council (NAAC)
with ‘A’ Grade for a period of 5 Years starting from 2014-15.
S5. Accreditation of eligible UG Programs under Tier-1 scheme (As per Washington Accord)
of National Board of Accreditation.
S6. Availability of faculty in all required positions. High qualification experience of the
faculty comprising 64 Ph.Ds predominantly from IISc, IITs, NITs, etc... Ongoing PhD
work of 88 faculty members in different research centers of NMIT as well as in other
Institutions of Eminence.
S7. Recognition of Ten Departments as Research Centres by VTU / Mysore University.
S8. Successful implementation of Out-come based Educational process.
S9. Inter-disciplinary research carried out by faculty and students. NMIT is a unique
Institution which has established five Multi-Disciplinary Research Centres viz Center for
Small Satellite Research, Center for Robotics Research, Center for Nanomaterial &
MEMS, Center for Computational Fluid Dynamics and Center for Design Engineering &
Process Simulation.
S10. Sponsored research Projects amounting to Rs. 8 Crores sanctioned by different National
Funding Agencies such as DST, DIT, AICTE, DRDO, VGST, IEEE, VTU etc.
S11. Innovation and Entrepreneurship Development Cell (DST) and Business Incubator(
MSME) have been Established to encourage the entrepreneurship among the students.
S12. Collaborations in R&D with North Dakota State University-USA, Indo-Korean Institute
of Science & Technology, ISRO, Indian Institute of Science, NITK, Fluidyne etc…
S13. Unique Scheme of Deputing UG Students to Industry/R&D
Organizations/IISc/IITs/NID for a minimum period of 6 weeks for internship program
which qualify for academic credits.
S14. Excellent Industry-Institution Interaction which resulted in placement of 90% of the
eligible students.
S15. Adequate and well maintained infrastructure for Curricular, Co-curricular and Extra-
curricular activities which include NCC/NSS/Rotract/Sports/Cultural clubs/etc.
S16. Well established Library with adequate books and Journals conforming to AICTE/UGC
requirements. Digital Library with subscription to E-Journals through the INDEST
consortium. Rich E-learning resources from Stanford, MIT, Berkeley, Purdue, NPTEL
etc.
S17. Cordial and harmonious relationship with all stake-holders.
S18. Robust and scalable IT Infrastructure with 1600+ computers, 200 Mbps (1:1) Internet
connectivity and Wi-fi facility.
 S19. Residential facility which has separate Girls & Boys Hostels for more than 1700
students with In-house Mess and Faculty Quarters on the campus.
S20. Good participation of students in Co-curricular and extra-curricular activities at
International/National Level.
S21. Institute has been ranked in the band of 101-150 by NIRF during 2017.
Weaknesses:
W1. Admissions based on State Govt. norms results in the admission of some academically
weaker students.
W2. PG programs do not attract highly talented students.
W3. Not enough highly merited students are opting for higher studies/Research.
Opportunities:
O1. Improve quality of research by increasing interactions with industry and R&D
organizations.
O2. Strengthening interaction with Alumni to facilitate better connectivity with the industry.
O3. Creating training facilities to improve teaching capabilities of faculty.
O4. Increasing academic help to assist weaker students especially belonging to SC/ST/OBCs.
O5. Starting new P.G Programs in emerging areas.
O6. Accrediting the remaining few eligible UG & PG Programs.
O7. Institute has scope to improve its rank in NIRF ranking.
Threats:
T1. Difficulty to attract and retain PhD candidates faculty particularly in the Engineering
disciplines.
T2. Lack of interest among bright Engineers to pursue research/teaching as career.
T3. Ensuring financial viability of the Institution as the norms for admissions are regulated by
the State Govt.
Summary:
It is evident from the above analysis that NMIT has the potential to emerge as a globally known
Technical Institute. It has strategic intent, requisite facilities and manpower for realizing its
Vision of turning out globally competent technical manpower. With its emphasis on quality,
Innovation and entrepreneurship, NMIT can transform itself into an Institution of choice for
budding young and bright minds.
 Strategic Plan
After understanding the Strengths, weakness opportunities and threats for NMIT we have
following strategic plan for transforming NMIT into a quality technical education institute
at the global level.
 To provide trained and skilled engineers of the highest quality to meet the global needs.
 To provide blended learning environments through Academic and Administration
Reforms leading to improved learning outcomes for the students.
 To further improve our Laboratories /Research facilities/ Library to enhance the quality
of teaching and learning process.
 To enhance the research culture and entrepreneurship among the faculty and students.
 To create an environment that enhances the interaction with reputed Indian/international
institutions through mutual sharing of resources and joint research projects.
 To extend academic help to assist academically weaker students.
 To strengthen the competency of the faculty through Faculty Development Programmes
and skills of technical staff and others through periodic training program.
 To Strengthen Industry/ Institute / Alumni Interaction enabling better placements and
increased number of internships.
 To start new PG Programs in emerging areas/technologies, thus improving the potential
of employability among students.
 To obtain full accreditation for the eligible UG / PG Programs.

By considering the strategic plans mentioned above, we chalked out the objectives and
related expected outcomes for the strategic plan.

Strategic plan based on Specific Objective Expected Results

SWOT analysis
To provide trained and skilled 1. To increase the interaction with  Increased Placements of Graduates.
engineers of the highest quality Tier-1/Tier-2 Industries.  Enhanced learning outcomes of the
to meet the global needs. 2. To enhance learning activities graduates.
such as Case studies/course
projects/ assignments/etc.
 leading to increased learning
outcomes.
3. To improve training of students
on Contemporary issues.
To provide blended learning 1. To conduct Enrichment  Enhanced learning outcomes of the
environments through Programmes for senior Faculty. graduates
Academic and Administration 2. To provide OBE training for all  Conducive working environment for all
Reforms leading to increased faculty members to strengthen stake holders.
learning outcomes of the outcome based learning and
students. teaching (OBLT).
3. To enhance learning activities
such as Case studies/course
projects/ assignments/etc.
leading to increased learning
outcomes.
To further improve our 1. To set up of new laboratories in  Rich Library Resources.
Laboratories /Research the emerging areas to improve the  Modern PG/Research Laboratories.
facilities/ Library to enhance quality of PG/research in the
the quality of teaching and institution.
learning process. 2. Strengthening of Library
resources to keep pace with fast
change in technology.
To enhance research culture 1. To provide Seed money for  Attracting more Funded Research
and entrepreneurship among the pursuing research to Young projects/Consultancy/Quality Research
faculty and students. faculty Publications
2. To organize  Focus towards IPR and
workshops/training on specific Entrepreneurship.
area of research for both
faculty and students.
3. To organize training on IPR
and entrepreneurship
To create an environment that To further motivate the faculty  Faculty/Student Exchange
enhances the interaction with and students to establish  Joint research projects
reputed Indian/ international networking with reputed  Increased number of MOUs
institutions through mutual Institution
sharing of resources and joint
research projects.
To Extend academic help to To identify and handhold the  Improved pass percentage /transition
assist academically weaker academically weaker students rate.
students.  Enhanced employability.
To strengthen the competency To develop the faculty and staff  Skilled/Competent Faculty and staff.
of the faculty through Faculty holistically for enhancing their
Development Programmes and efficiency and effectiveness for
skills of technical staff and fulfilling the requirement of
others through periodic training various academic responsibilities.
program.

To Start new PG Programs in 1. Strengthening of the existing  Research Focused PG Programs.

emerging areas /technologies, PG programmes.  Skilled PG Students leading to better
thus improving the 2. Starting of new PG employment.
employability among students. programmes in the
thrust/emerging areas.

To obtain Accreditation for the 1. To prepare the Self-  Applying for NBA accreditation
remaining eligible UG / PG Assessment Report and apply successfully.
Programs as and when they for NBA accreditation for all  100% of the Programs
become eligible. eligible Programs Accredited.
2. To obtain NBA accreditation
for eligible UG/PG programs
Objectives and related expected outcomes for the strategic plan