☄️ AI is not a bubble as being perceived by a few. It is certainly a growth engine, particularly for the developing India as is widely held. Nearly 4 crore youth in India are seriously aspiring to get skilled in AI and other emerging technology. We must therefore invest in Data, Tech and AI skilled resources, labs and tools, well-ahead of other sleepy HEIs, and claim our niche position amongst the top league of HEIs. It would help us in the upcoming NAAC level 4 and 5 of MBGL as also gravitate students admissions. We are aware that it won’t need major funds for the basic AI labs. The major challenge would be encountered in finding experts and teachers with profound mastery. If unable to take on board the right resource, we might consider a tie-up on a win-win model till inclusive capacity is developed. In-house capacity and a truly impactful Centre on AI Excellence is however, the only sustainable solution before us. No way, we should think such an initiative can be delayed for long. A sham in the name of AI also won’t work. It would only bring disrepute. The minimum threshold of skilling would be identified. We understand that an ability to design and implement a basic AI/ML model using real-world data is a an essential outcome. Competence in data preprocessing, model evaluation, and interpretation of results is a yet another important outcome. We would make sure that a student builds foundational AI literacy and has an industry project. My personal take is a minimum competency level in at least one or two of these industry-mentored projects:
🥬Predictive Analytics Project: e.g., student performance prediction, sales forecasting, or health risk prediction using ML models.
🥬Natural Language Processing Project: chatbot, sentiment analysis, or document classification using basic NLP tools.
🥬Computer Vision Application: simple image classification, object detection, or attendance system using facial recognition basics.
The way-forward To begin with it is wise to collaborate with industry and in parallel, build capacity, and hire talent over the short-term and mid-term. Clearly, it should be our Priority-1
☄️ Require to establish best-in-class labs in the discipline of STEM, AI, Data , Finance, Health, Bio tech, Biochemistry and Agri-departmental teaching and Department research labs which would prepare students for the industry. We would do well to take specific consultancy on setting up contemporary labs, be it from industry or (Institute of National Importance (INI) or Institute of Eminence (IoE) and build employability-specific capacity, particularly futuristic labs as also get existing labs audited at least once in two years to stay upgraded in the related technology. I have often met experts from the IITs auditing labs in private universities. PriorityNext
☄️We should set up a Centre for Outreach comprising of select senior cadre to forge collaboration with the industry to (a) set up labs in the campus and provide competent staff having mastery over the skills associated with the labs (b) seek access to industry and INI research and AI labs, and to undertake projects (c) seek participation in innovation centres, incubator and accelerators within and outside of the State to get students to secure industry-guided projects, internships and apprenticeships. PriorityNext It can be multi-tasked with the duties of Dean Engineering/Director Placement/Dean R&D or Dean (A) if financially unviable to appoint an exclusive Director Communication and Outreach.
☄️Not yet able to succeed enough in building research and consultancy capacity, lacking funded research, endowments, CSR funds and joint research within and outside of country ? Need more experts delivering MDP and consultancy ? Need to set up contemporary Studios and Centres of Excellence in emerging technologies and IKS ? We need to find a way forward. There is no easy solution to complex challenges. Some of us have to pick up a gauntlet to succeed at all cost. Let IDP dictate your short-term and mid-term targets and resources. PriorityNext
☄️ We’re not inspiring and empowering students enough in meeting their startup aspirations and develop an eco system to attract and harness possibilities of funding by Angel Investors, government schemes for the startups namely, MAARG, BIG, SISFS, AIM and DST’s Nidhi program, accelerators etc. Will certainly require to set up an Ecosystem led by a successful Alumnus or a faculty with volume of relevant industry experience. I found in RVIM Bangalore, the Director of Institute personally leading the start-up initiative. PriorityNext
☄️ We must pay our faculty well, treat them fairly and uphold their dignity at all time and places. We’re required to muster enough resources/space to provide superior quality residential facilities, particularly to the research faculty to work in labs after the university timings, develop well-managed hostels for students and build residential learning environment in a peer groups setting, duly supported and mentored by successful alumni leading to fostering alumni bonding. I found this wonderful environment at the BITS Pilani hostels. PriorityNext
☄️If we think our students don’t crib on the state of poor classrooms, and sports fields etc. and we could let them rough it out, while we stay in well furnished AC offices, we are meant to be fit for the alien world. We should provide well lighted, ventilated, WiFi enabled smart classrooms with quality interactive boards, comfortable n’ quality seating arrangements, well-maintained sports fields, a gym, a coach for each sport and adequate space and financial support for the hobby and domain clubs to flourish PriorityNext
☄️We are to further ensure digitisation of libraries and online access to virtual labs and learning resources, get ERP modules for the academics, examination, admissions, finances and governance systems including biometric/face recognition attendance. We should use CISCO tool of telepresence widely used by BITS Pilani for one master-teacher teaching real-time across various sections/campuses. PriorityNext
☄️We have our focus set to provide sufficient financial support for faculty attending conferences, FDPs, Certified MOOCS, publish research publications, write courses on four-quadrant model, developing course on multi-media tools, seed money, students’ professional societies membership fee, club activities, particularly social outreach, students micro skilling course, students scholarships/freeship, participation of students outside of university in technical festivals, project presentations in MSMEs, sports competitions (use this list as one of many inputs for planning of annual budget). PriorityNext
☄️Reposing trust on the Dean (A) and Dean (R&D) to tap the following funding sources ;
🌾 CSR Funds and Funds from Research Foundations
🌾ANRF (earlier SERB) – core science & engineering research
🌾DST – S&T missions, innovation clusters
🌾DBT – biotech, life sciences
🌾CSIR – applied & industrial research
🌾ICSSR – social sciences
🌾ICMR – health & medical research
🌾 AICTE – RPS, MODROB, IDEA labs. Smart private institutions sequence these schemes:
1.MODROB → modernise labs
2.RPS → push faculty research using upgraded labs
3.IDEA Lab → convert research & student ideas into prototypes/startups
🌾UGC – minor/major projects PriorityNext
☘️ Determining Pathways at the Level of the Officers of the University
☄️Set up a Faculty Learning Centre with experts/mentors on board and prepare Annual Calendar of Faculty training n’ development based on well-identified learning needs (identify both internal and external training). Not to hesitate to support and sanction furlough to a select faculty keen to attend industry training on AI and emerging technologies. We have RV University doing it successfully. Dir IQAC
☄️Identity the need and engage Mentors from INS and IoEs (ex or current) for mentoring on specialised facilities like, Innovation Centre, Faculty Learning Centre and for the annual audit of labs. Bring on
-board, research mentors (need based, particularly those running funded projects/providing consultancy)-Dir IQAC
☄️Set up a Data Cell with one/two efficient data analysts to collect, collate 24×7 input of institute’s activities and resulting data with ability to provide an analytic report for submission to the regulatory bodies, AISHE, accreditations and ranking Dir IQAC
☄️Develop institute’s academic and admin policies by their responsible Heads and establish a protocol to review these annually and walk-the talk-Registrar, HR, IT, COE, Dean (A) and Dean (R)
☄️ Conduct Quarterly Progress Review Meeting on implementation of (a) NEP related UGC regulations (b) IDP development if not done as yet (c) Quality initiatives leading to Accreditation and Ranking (d) Action-taken on the key points of the IDP, AAA and Resolutions arrived in various Statutory Bodies (e) Mandatory Disclosure (f) Any other time bound regulatory compliance-Member Secretaries of respective committees
☄️Fix a day and run one hour-weekly learning lab for faculty development, department-wise (learning from the peers) with a definite published program in advance having topic and resource person/s. We can innovate this to attain effectiveness by calling an external expert once a while. Respective HOD
☄️Conduct statutory and non-statutory meetings regularly and as laid down in the statute/ordinances with a mechanism to monitor action-taken on resolutions. A very large number of Registrars do shy away from bringing critical issues on the Agenda points of Statutory Committees. The patent reason is that they themselves lack ample clarity in seeking a definite resolution. They stay away from most of the NEP related UGC regulations. Like no one recommends implementation of (a) Recognition of prior learning, Extended/Slow track degree, apprenticeship embedded programs etc. We should not do that.Registrar and Member Secretaries/ Chairpersons of respective Committees
☄️Enhance a wider outreach and leverage alumni to forge industry linkages for industry to set up labs, facilitate internships, projects and placements Placement Officer, Dean Alumni, Dean (A) and Dean R&D
☄️ Develop a strong marketing team with highly enabling strategy including but not limited to scholarships to build merited admissions year-on year and keep the graph moving- Head Admissions
☘️ Profound expectations from a Faculty
☄️Faculty to submit “course exit feedback” on a standardised department format to the HOD with analysis and recommendations within 15 days of Sem-end results.
☄️To prepare a highly useful ‘Course File’ as per the quality standards laid down by the IQAC, including but not limited to adherence to the OBE system, Blooms Taxonomy, and Course Direct Attainment Level. The file should also have in it, a teaching lesson (topic) plan of at least 2 to 3 pages on each course topic (total 30 to 33 such lesson plans in word file). IQAC will develop 2 to 3 pages of a model topic plan for the rest of faculty to develop their own.
☄️To share without any hesitation own training/skill need in writing with the HOD who would compile all inputs and forward the same to the IQAC for planning.
☄️Minimum one certificate MOOC/SWAYAM course/industry capsule/Madan Mohan Malviya Mission course every year to refresh/up-skill and develop competency level in delivering quality academics and take the mastery to the level of consultancy.
☄️Minimum one Research paper in Q1-Q2 journal in SCOPUS annually. In addition, one joint research project/paper as part of a collaborative research. A book by a credible publisher or one chapter in a book (once in 2 years). Filing at least one patent and pursuing it for an award.
☄️Offering valued input to BOS at the end of each semester for review, revision of the domain course. Demonstrate use of at least one contemporary teaching-learning tool/software/simulation/ innovation, every year.
☄️Developing domain course on the LMS leveraging multimedia tools and keep refreshing it with new tools every year.
☄️Undertaking students’ mentoring, research n’ project guidance and hold remedial classes with due sincerity and purpose. Maintain a profile/mentoring diary of student’s graded progress (IQAC to develop a format) on progression in academics, projects and offering assistance/inspiration in securing internships and jobs.
☄️Actively participating in weekly faculty learning lab at the Department level in learning and contributing.
☄️When a supervisor to a PhD scholar, build credibility of the PhD process. Let your university be known for its PhD rigour.
☄️Extend outreach. Be a member of other HEIs Committees, on a panel of academics discussion on Tv, delivering talks, keynote in various forums and conferences, building research profile
Best Wishes !
-By Prof JR Sharma-Mentor to the HEIs. The views are personal for the larger good
