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Dr. BabasahebAmbedkar Technological University

Dr. BabasahebAmbedkar Technological University is a statutory State Technical University established by Government of MaharashtrathroughspecialDr.BabasahebAmbedkarTechnologicalUniversityAct.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 DevelopmentPlan (IDP)

As envisaged in IDP, following activities have been carried out till date:

  • TheUniversityhas introducedchoice-basedcreditsystem.
    Academic systems such as credit-based continuous assessment system, non- negotiableacademiccalendar,transparencyintheevaluation,etc.havebeenput inplace.
  • A two-fold increase in enrolment of M.Tech. programmes have been achieved due to the grant of assistantship to non-GATE M.Tech. students and 29 PhDs were given research assistantship in TEQIP-II which concluded in March 2017
  • A large number of need-based training and continuing education programmes 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. Nneed-based training programmes 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 employability. Several research labs, library and learning resources have been augmented and strengthened with TEQIP-II support.
  • The industry-institute meet has been organised for collaborative activities.

2. Implementation of InstitutionalReforms

  • 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 asenvisagedin the University Act. The implementation of this strategic plan inletterandspir it will enable this university to achieveits 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 participative 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: Nowadays, 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 cornestones 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 redressal mechanism and an ‘ombudsman’ are also being put inplace.

3. Administrative, Financial and Managerial EfficiencyImprovements

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 forevery PhD student to publish at least one research paperin 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 deliverexperttalksintheirsubjectdomainsandalsoontopicslikeOBS,pedagogy, research methodology,etc.

MoUs have been signed with reputed industries like BOSCH, GESKON (Norway), andTataTechnologiesLtd.fortheconductoftrainingprogrammesforfacultyand 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.
Organisational Structure of the University is as per the chart is given below.

As shown in the organisational chart, the University is laying special emphasis on training of teachers and curriculum development by having a dedicated “Centre for Curriculum Development and Teachers and Staff’ Training” along with its Regional Sub- centres. It is envisaged that each newly appointed teacher in the university or its affiliated colleges will have to mandatorily 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 universityaregivendue importance.
TheUniversityissettingupit’sregionalandsub-regionalcentreswhichwillbe autonomous in their administration, with decentralisedfunctioning.

6. Support to Weak Students

Several finishing school activities and soft-skill development programmes were conducted for SC/ST/OBC and academically weak students so as to improve their transition rate, pass rate, skills and employability.

In the last 5 years, remedial coaching classes are being conductedona regular basis for the benefit of weak students in eachsemester.

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.