1. Develop and publish an IQAC Annual Activity Plan drawing input from the Minutes of various statutory Committees as relevant to the IQAC functions, IDP, concerned Regulatory bodies compliances, Annual Academic Calendar prepared by the Dean Academics, Faculty Training Need Analysis, AAA, Accreditation n’ ranking gaps and stakeholders feedback, and transfer the same into an IQAC Calendar by 31 Mar for the next Academic Year. There is no better way to charter your path and monitor IQAC outcomes than this calendar. Take pride in presenting this Calendar before any academic luminary visiting your institute. Remember, you can succeed only if you know what to do, when and how to do, and then, just do.
2. IQAC Annual Calendar must coordinate its activities n’ initiatives with the Annual Academic Calendar and Calendar of Curricular n’ Extracurricular activities, including but not limited to sports and social initiatives. It would otherwise overstep n’ overreach other University engagements causing confusion.
3. IQAC’ Annual Plan must be supported by an approved IQAC annual financial budget. It is IQAC that prepares a draft and submits the same to the FO who takes further approval of the Management. It is often, one of the most ignored aspect in many universities. A budget strengthens IQAC’s compelling seriousness in execution and supports a perception that your IQAC is not a tentative and disorganised cell of bunch of people who suddenly come to life and get after the departments for one initiative or the other without a well-thought n’ clear-cut purpose. Don’t get spotted in the corridors but be seen engaged in your “KARAMBHOOMI”
4 Select top 15 priority quality initiatives and prepare a tracker to monitor their progress. Hold a smart monthly IQAC meeting for only the trackers and save other points for a quarterly IQAC meeting for the rest of the planned initiatives.
5. IQAC to be focused not simply on the numbers of initiatives but capture their quality essence, outcomes and impact. Don’t forget to publish the same in print and online. It is not that important how many FDPs did you run ; instead, what was their impact on the participants. Any activity which doesn’t have a positive impact is not worth attempting at the very first place. As an habit, arrive at an impact of every initiative you take in the IQAC, and liberally publish and celebrate. Let people know the effectiveness of your work.
6. The most compelling need of an IQAC is in its effective implementation of its Annual IQAC Plan. Regular reviews, feedback, course corrections and also deploying an effective mechanism to mentor and monitor is key to any profound accomplishment. Don’t develop cold feet or get shrugged doing all of this stuff and closing the loop. It is certainly challenging. but without it, nothing truly works. Admire, reward and Incentivise deserving people.
7. Never ever ignore the power of clarity. If you have self-doubts and looking confused, don’t expect astounding outcomes from your schools and departments. Provide a clear communication, assign ownership and set time-lines. Be available for clarification and even guiding. Often, only the confused Dir IQACs invite the displeasure of their deans and heads of departments.
8. Show respect and humility to every viewer, executor or anyone who interacts with any of you in the IQAC team. Don’t ever commit a blunder by showing some uncalled-for importance or authority. It won’t work. Be humble and engaged, not a bully even in some dream.
9. Be on the side of transparency and ethics. Build quality brick by brick, particularly when handling NAAC accreditation and ranking. Rigour, NOT the expediency that would pay on the long run.
Prof JR Sharma is a Mentor to the HEIs. The views expressed are personal.
