Dr. Babasaheb Ambedkar Technological University
Dr. Babasaheb Ambedkar Technological University is a statutory State Technical University established by Government of Maharashtra through special Dr. Babasaheb Ambedkar Technological University Act. The university has been accorded the status of an ‘affiliating’ university of the entire State of Maharashtra from March 2, 2016, by the Maharashtra Act No. XXIX of2014.
1. Implementation of Institutional Development Plan (IDP)
As envisaged in IDP, following activities have been carried out till date:
- The University has introduced choice-based credit system.
Academic systems such as credit-based continuous assessment system, non- negotiable academic calendar,transparency in the evaluation,etc.have been put in place. - A two-fold increase in enrollment of M.Tech. program mes have been achieved due to the grant of assistant ship to non-GATE M.Tech. students and 29 PhDs were given research assistant ship in TEQIP-II which concluded in March 2017
- A large number of need-based training and continuing education program mes in subject domains and in pedagogy (basic module and advanced module) have been conducted for the benefit of internal as well as engineering teachers from other Institutes.
- Workshops on outcome-based education have been conducted for faculty. Need-based training program mes and workshops have been conducted for technical and supporting staff of the University so as to boost their morale and enhance the level of their motivation.
- Finishing school activity for SC/ST/OBC and academically weak students were conducted so as to improve their transition rate, passing rate, skills and employ ability. Several research labs, library and learning resources have been augmented and strengthened with TEQIP-II support.
- The industry-institute meet has been organized for collaborative activities.
2. Implementation of Institutional Reforms
- Strategic Planning: The university has prepared an elaborate ‘Strategic Plan’ which gives a detailed roadmap for the long-term development and growth of the university tragedienne the University Act. The implementation of this strategic plan in letter and split will enable this university to achieve its goals.
- Quality Assurance: An “Institutional Quality Assurance Cell (IQAC)” has been put in place. This cell monitors the quality of all academic and administrative activities on a regular basis so as to achieve continuous quality improvement. This cell also ensures that each department conducts the periodical academic audit as per UGC guidelines. In addition, the university has designed formats and processes for carrying out a rigorous academic audit of its affiliated colleges.
- In addition, each academic department has ‘Departmental Committee’ comprising of HoD, all faculty members, representatives of non-teaching staff and students’ representatives (UG/PG/PhD). The department functions through this committee and through its 12 different sub-committees responsible for effective administration. Further, as a new initiative, each academic department has an ‘Advisory Committee’ of HoD, one senior professor, three senior professors from other reputed institutes and three experts from industry. Thus, the department follows the participate and objective approach in taking decisions useful for the department. It is expected that each affiliated college will follow good practices started by the University.
Extensive Usage of ICT in Administration, Governance and Academic Activities: Now a days, the use of ICT has become inevitable for enhancement of productivity and quality of education. Maximum possible use of ICT in administration, governance and academic activities would not be possible unless there is there is a full-fledged and full-time expert in the top management who will look after this activity. In view of this, a post of Director (ICT) has been created. The university has already put in place an online attendance system and a unique and first-of-its-kind online admission and monitoring system for PhD candidates.
- Transparency and Accountability: The university strongly believes in transparency and accountability as the cornerstones of good governance. Towards this end, the university has decided to make all important documents available in public domain through its website. The documents such as Strategic Plan, Self-Assessment Report, Audit Reports, Annual Reports, Evaluation Reports of regulatory bodies like NBA/NAAC, minutes of meetings of various authorities/committees, etc. will be uploaded on the university portal from time to time. Every year, the university prepares an elaborate ‘Annual report’ and submits it to the State Government; which is later placed in the monsoon assembly of Legislative Assembly and Legislative Council. Further, ‘whistle blowing mechanism’, grievance redress al mechanism and an ‘ombudsman’ are also being put in place.
3. Administrative, Financial and Managerial Efficiency Improvements
As a result of the implementation of various reforms mentioned above, the efficiency of various academic, administrative and financial activities has been improved. For most of the reforms, detailed manuals have been prepared and circulated. Due to these reforms, the processes have become user-friendly and hassle-free. For instance, as a result of online admission and monitoring system for PhD candidates, which is unique and first-of- its-kind in the country, the PhD admissions and monitoring the progress of PhD candidates till the award of the PhD degree has become fool-proof and efficient.
4. Qualitative Improvements related to Education and Research
- Due to the implementation of academic reforms as mentioned above, the teaching- learning process has undergone significant improvement.
- Learning beyond the classroom: The University provides funding support to technical festivals and professional chapter activities of the students so that they learn many new things on their own. The positive outcome of this initiative will be visible soon.
- Through TEQIP, we took a policy decision to support research-oriented projects of final year UG students. As a result, the number of UG research projects has significantly risen. Moreover, due to the excitement of doing research projects, some of these UG students have joined Masters’ programs and PhD programs.
- It is mandatory for every PhD student to publish at least one research paper in the reputed international journal having high impact factor. This mandate has resulted in significant improvement in the quality of their research work.
Moreover, it has brought in a change in the research culture in the university. Several workshops have been conducted on ‘Research Methodology’ for the benefit of PhD/MTech students and given them guidelines for doing good research work and writing good research papers. These workshops have paid rich dividends.
Several of University faculty members are being invited by other institutes to deliver expert talks in their subject do main sandal soon topics like OBS,pedagogy, research methodology,etc.
MoUs have been signed with reputed industries like BOSCH, GESKON (Norway) and Tata Technologies Ltd. for the conduct of training program mes for faculty and students.
5. Performance in Institutional Governance
The University believes that ‘good governance’ is the key to achieving its goals. In view of this, the university has made several reforms gradually in governance practices. The following are some of the ‘Best Governance Practices’ that the university has put already in practice and several others are in the process of implementation.
The university has well-structured governing mechanisms as provided in the University Act No. XXIX of 2014. The governance and administration of the university are carried out through various committees. To name a few, the following are the main statutory committees of the University:
- Executive Council Academic Council
- Planning & Monitoring (Evaluation) Board Finance Committee
- Board of Examinations Boards of Studies Library Committee
- Infrastructure Development & Building & Works Committee
- Purchase & Sales Committee
- Grievance Committee Library Committee
- Standing Committee for Administration
In order to achieve inclusive governance and all-round growth of the University, the above committees have appropriate representation of various stakeholders, i.e. faculty, staff, students, alumni and industry.
The documentations have been made for the composition of every statutory committee of the University, the functions and qualifications of the officers of the University and their selection processes, their powers and responsibilities. The University is keen to openness in its Governance.
Organizational Structure of the University is as per the chart is given below.
As shown in the organizational chart, the University is laying special emphasis on training of teachers and curriculum development by having a dedicated “Center for Curriculum Development and Teachers and Staff’ Training” along with its Regional Sub- centers. It is envisaged that each newly appointed teacher in the university or its affiliated colleges will have to mandatory undergo intensive ‘pedagogical and motivational training’ right at the beginning of his teaching career. Further, an adequate delegation of authority and empowerment of the officers of the university are given due importance.
The University is setting up it’s regional and sub-regional centers which will be autonomous in their administration, with decentralised functioning.
6. Support to Weak Students
Several finishing school activities and soft-skill development program mes were conducted for SC/ST/OBC and academically weak students so as to improve their transition rate, pass rate, skills and employ ability.
In the last 5 years, remedial coaching classes are being conduct edona regular basis for the benefit of weak students in each semester.
A specially designed ‘diagnostic test’ is being conducted for new entrants so as to identify weaknesses in each of the students. Accordingly, suitable measures can be taken in future to help the students to address these weaknesses and improve their academic performance and personality.