☄️ AI is not a bubble but a growth engine, and perhaps the biggest disruptor ever. Therefore, know what would it take us to make our students AI literate and proficient to become better employable and better entrepreneurs. Conducting national/international conferences on AI for students or setting up a Centre of Excellence for the sake of it, won’t help. What would help is, building a strong foundational knowledge mandatory to learning. Python tools and coding, linear algebra, probability and statistics to understand AI models and investing in establishing multidisciplinary AI labs and students undertaking industry-linked AI projects will certainly help. Be known that setting up basic AI labs are easily doable. The major challenge would come from engaging AI/ML experts for teaching. The best talent is in industry and unavailable. If unable to take on-board AI experts, consider a tie-up with an industry. In-house AI capacity however, is the only sustainable mid and long-term solution before the HEIs. A sham in the name of AI teaching by teachers with half knowledge would only bring disrepute. The minimum threshold of skilling must be identified given the industry hiring standards. In my view, in a UG degree, an ability to design and implement a basic AI/ML model using real-world data is a an essential course outcome. Competence in data preprocessing, model evaluation, and interpretation of results is a yet another important outcome. We should make sure that every student of every discipline builds a foundational AI literacy competency, data cleaning and model building and those in the niche AI embedded engineering programs, must secure a credible AI industry project under their belt. .Priority-1
☄️ Great Institutes are recognised by the quality of their Labs Direct specific focus to the disciplines of STEM, AI, Data, Finance, Health, Bio tech, Biochemistry and Agri-departments. It is critical 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. Keep existing labs audited at least once in two years and stay upgraded. I have often met experts from the IITs auditing labs in private universities. PriorityNext
☄️We should set up a Centre for Outreach comprising of a 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? Lacking joint research within and outside of country ? Needing more competent experts delivering MDP and consultancy ? Requiring to set up contemporary Studios and Centres of Excellence in emerging technologies and IKS ? Include these challenges into the IDP, review quarterly progress and find a way forward. There is no easy solution to complex challenges. Some of us at responsible positions must pick up a gauntlet to succeed at all cost. Nothing ever happens without dedication and commitment. PriorityNext
☄️ We, in most HEIs are not according a much needed focus to empower our students in meeting their startup aspirations and dreams. At the outset, have you set up an enabling ecosystem ? Who is leading it? When does she/he brief to the GB on the initiatives taken, opportunities for funding explored, and successful startups initiated by students ? Whether funding by the Angel Investors, government schemes for the startups namely, MAARG, BIG, SISFS, AIM and DST’s Nidhi program, accelerators etc. explored? In RVIM Bangalore, the Director of Institute personally leads the funding and start-up initiative. PriorityNext
☄️ We in the HEIs are required to muster enough resources/space to provide superior quality residential facilities, particularly available to research faculty for working in labs off the university hours, develop well-managed hostels and offer them to max number of students to build informal residential peer learning environment duly supported and mentored by alumni leading to fostering alumni bonding. I found this empowering environment in BITS Pilani hostels. PriorityNext
☄️If we think our students don’t crib on the appalling state of labs, classrooms, and sports fields etc. and we could let them rough out, while we work from well furnished AC offices, we would be living in 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. Only recently, during the GB meeting visit to Surana College, it was such a pleasure to meet a student attending classes and plays for India in the first XI of Indian Hockey Team. internationally as Defender. PriorityNext
☄️We are to further ensure digitisation of libraries and access to learning resources, get ERP modules for the academics, examination, admissions, finances and governance systems including biometric/face recognition attendance PriorityNext
☄️We have our focus set to provide sufficient financial support for faculty attending conferences, FDPs, Certified MOOCS, write research publications, write courses, 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. PriorityNext
☄️Reposing trust on the Dean (A) and Dean (R&D) to tap the following funding sources ;
🌾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 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 and establish a protocol to review these annually and walk-the talk-Registrar, HR, IT, COE, Dean (A) and Dean (R)
☄️Quarterly Progress Review Meeting on implementation of (a) NEP related UGC regulations (b) IDP (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
☄️Regular Weekly learning lab for faculty development, department-wise (learning from the peers) with a definite published program having topic and resource person/s 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 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
☘️ Minimum inescapable 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
☘️ The best way to handle above is to set goals and targets on short-mid-long term in IDP and purse them with full zeal and commitment, and do celebrate your accomplishments 👏🏼👏🏼👏🏼
-By Prof JR Sharma-Mentor to the HEIs. The views are personal for the larger good
