Strategic Planning and Deployment Document
(2017-2023)
PREFACE
For, an organization, strategic planning is very important to accomplish the Vision and Mission, which it dreams of strategic planning, is a continuous process with a specific focus on accomplishing institutional goals in the competitive world. Strategic planning and deployment document (SPDD) is based on analysis of current obstacles and future opportunities and envisages the direction towards which the organization should move to achieve its set goals and objectives.
The first part of it addresses the vision, mission which the institute dreams along with core values, institutional long term and short term goals., are defined and guided by the stakeholders (Management, Faculty, staff, students, Alumni and parents) through SWOC analysis. After analyzing the internal and external environment, the institutional goals were set up in all possible growth domains through continuous thought process and discussion with Faculty members. The strategies with action plans were decided to achieve institutional strategic goals.
While formulating the strategic plan and deployment document, care has been taken to involve all stakeholders to help contribute their part which is vital for the success of every organization. Effort has been taken to identify clearly the implementation processes and monitoring by identifying measurable targets in line with the desired outcomes. This will emerge to be the guiding force for GTBKCE to achieve its goal to become an Institution of academic excellence and providing professional by skilled young TEACHERS to the society.
Vision
Our institution envisages to produce exceptional teachers and to act as a milestone in the direction of the expedition of excellence by means of forming a society primarily based on ethics so as to form the character of every teacher trainee. It ensures peace, harmony, dignity, justice and equal possibilities for improvement of rights attitude, values, ideologies, and to inculcate in the aspiring teachers a wish for educational excellence thru tough work, reflective thinking, and effective decision making. Our institution helps studying thru relevant capabilities and methodologies so as to render selfless provider to the community.
Mission
Guru Teg Bahadur Khalsa College of Education Dasuya is committed to impart holistic education for enlightenment, shaping a globally rich character imbibed with the values of sacrifice, peace, devotion, humanism and spiritualism laid down by Guru Teg Bahadur Ji. Institution has a motive to train a qualitative renewable talent bank of dedicated, committed educators who are intellectually well developed, socially concerned, morally upright, and spiritually oriented teacher citizen of India and also to provide quality education to all irrespective of all caste, creed, socioeconomic status to produce dynamic and able minded youth to meet the challenges of 21 century and bridging the chasm between have and have notes. Administrators and faculty facilitate the transformational change that is sought to be brought in the young people to imbibe virtues of hard work, perseverance and positive attitude.
Aims
- Personalized training through Integral Pedagogy and mentoring.
- All round training that is intellectual, cultural, social, emotional, physical, aesthetic, moral and spiritual.
- In-service training for teachers.
- Use of IT communication media and innovative practices.
- Documentation and Research.
- Environment education for sustainability.
- Empowerment of subalterns including women.
Objectives
- To promote high standards of professional education in pupil teachers so that they can use their potential to play a critical role in shaping the texture of society & nation as well.
- Fostering innovative, responsible & systematic integration of technology in education along with humanistic skills.
- Develop a good understanding, knowledge & technical skills to enable pupil teachers to measure & manage performance in their concerned organizations.
- Develop skills for logistic development of learner.
- Develop skills in all the functional area of education & management by providing multiple opportunities for experience based learning.
- Provide such education that will influence thinking and achievements at that work place.
- Develop good conceptual understanding of contemporary skills & their application.
- Developing scientific outlook with analytical and critical thinking.
- Develop key management & tutorial skills.
- Build necessary skills functional knowledge & attitude to enable students for smooth working in any environment.
QUALITY POLICY
It is aimed "to transfer the endeavors and standards to furnish excellence in academics and employability skills with process of amelioration for teacher educators and interns for a smart set."
CORE VALUES OF THE INSTITUTION
The core values highlight the ambitions and show the ethos consistent with the expectations of the community to be served.
- Accountability for our own actions and strive to be our best selves.
- Appreciation for the kindness of others.
- Co-operation based work well together with all compromise and share in order to succeed.
- Embrace and encourage critically thinking about world’s problems and to learn analytically to become lifelong learners.
- Encouraging one another to work through challenges and succeed as a team.
- Excellence in academic, sporting and critic pursuits.
- Integrity strives to do the right things at all time.
- Respect to all others with dignity, calmness and politeness.
- Encouraging one another to work through challenges and succeed as a team.
- Diversity of ideas and people and to bring diverse group for innovation.
- Quality to foster global competencies among students.
- Community mindedness to become innovative, organized and compassionate individuals to contribute to development of all as human beings.
STRATEGIC GOALS
The hardworking, passionate team of GTBKCE after several discussion and planning and guided by the Vision and Mission of the Institution Core Values, Stake holder’s expectations (feedback) framed the Institutions Strategic Goals.
- Following effective teaching learning process
- Evolving and following leadership and participative management
- Formation of a continuous Internal Quality Assurance System
- Assuring good governance
- Ensuring student’s development and participation
- Securing staff development & welfare
- Developing financial management
- Increasing Alumni Interaction and participation and Outreach activities
- Engagement in Community Services and Activities
- Developing physical infrastructure
- Getting memberships of professional bodies, Local chapters, student’s chapter
STRATEGIC PLANNING
| Teaching and Learning |
In the teaching and learning area, our institution ensured its maximum dedicated efforts to incorporate new knowledge, behaviors and skills adding to rich learning experiences.
Overall, teaching learning situations are well managed at the institutional level. |
| Leadership and Participative Management |
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| Internal Quality Assurance System |
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| Effective Governance |
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| Student's development and participation |
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| Staff development & welfare |
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| Financial management |
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| Community services and outreach activities |
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| Physical infrastructure |
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STANDARD OPERATING PROCEDURE (SOP)
Standard Operating Procedure (SOP) prescribes the institutional drift for execution of activities in a step by means of step process, involving all the tiers of management hierarchy.
1. Analysis
Head of the institution analyze the current scenario in admire of the needs of the institution, even though with academic core council.The academic core council asses the availability and adequacy of classrooms, laboratory, books in the library, workforce requirement and any different extra factors like hostel, sports ground, co-curricular and extracurricular things to do which enhances the pleasant of work lifestyle and develops existence ability of teacher interns.
2. Survey
Statistical records and figures of students admission, faculty requirement, books available in library, examination process etc. are amassed and appropriate estimations and requirements are made into a listing of improvement/ enchantment programs.
3. Improvement
List the improvement/enhancement programs with details regarding application from each committee is received. It ought to without a doubt point out the time restrict for its implementation. Program can be short term and long term relying on circumstances.
4. Implementation
The council makes the selection involving implementation of improvement/enchantment program in every committee primarily based on details furnished alongside with facts and figures.
5. Evaluation
Success of the plan is decided by means of its evaluation. The degree to which the targets set are being done at various phases of the plan, need to be assessed from time to time. At the completion of the project, final results of output ought to be assesses qualitatively and quantitatively.
STRATEGY IMPLEMENTATION AND MONITORING
After approval of strategic development plan and further step is its implementation. Throughout implementation the progress of strategy shall be measured occasionally. Hence the measurable success indicators are clearly spelt out in the implementation document. The Principal along with Academic Core Council and other team member will be the manager for strategic plan and its deployment. The indicator of quality standards and its monitoring, evaluation of attainment will be carried out by the IQAC independently. The IQAC will report the findings of the Academic Council and Governing Body.
Implementation at institutional Level
Governance & Administration
Trust & Members of Governing Body, Administration Office
Branding /Expansion
Trust, Governing Body
Admissions
Principal, Admissions Team
Statutory Compliance
Principal, Co-ordinators
Infrastructure (Physical)
Governing Body, Secretary Trustee Board, Manager Infrastructure ( Academic) Principal
Teaching – Learning
Principal, IQAC, Faculty
Research & Development
Principal, Research Committee
PERSPECTIVE PLAN (Five Years 2017-2023)
| Parameters | Target Key Performance Indicator |
Level I 1-2 Years 2018-20 |
Level II 2-3 Years 2020-21 |
Level III 3-5 Years 2021-23 |
| Pass Percentage | 100% | 100% | 100% | 100% |
| ICT Adoption by Faculty | 100% | 50% | 60% | 100% |
| ICT Adoption by Students | 100% | 60% | 80% | 100% |
| Alumni Registration and Management | 60% | 13% | 25% | 60% |
| Student support and progression | 100% | 75% | 85% | 100% |
| ICT enabled classroom | 100% | 10% | 50% | 100% |
| LMS | 100% | 45% | 60% | 100% |
| MIS | 100% | 40% | 70% | 100% |
| Admission automation | 100% | 80% | 90% | 100% |
| Exam automation | 100% | 60% | 70% | 100% |
| Cashless Campus | 70% | 10% | 20% | 70% |
| Placement support | 100% | 80% | 90% | 100% |
| Student mentoring support | 100% | 80% | 90% | 100% |
| Inclusive support | 100% | 100% | 100% | 100% |
| Library automation | 100% | 25% | 25% | 100% |
| Value added course | 70% | 18% | 28% | 70% |
| Ph.D. Percentage | 60% | 20% | 20% | 60% |
| Publication percentage | 80% | 40% | 60% | 85% |
SWOC ANALYSIS
Strengths
- A well-established co-educational institutions catering to the needs of rural and kandi area students since 2005 permanently affiliated and accredited with Grade 'B' by NAAC in 2013.
- Recognition by UGC under 2f and 12 B.
- Insightful and Zestful management, dedicated governance and dynamic leadership.
- In spite of self-financed status there is a regular and timely payment of salaries and allotment of leaves of all types. Deduction of CPF of all staff members after confirmation.
- Location in a silent conducive and eco-friendly involvement.
- Outstanding and distinctive achievement in academics, sports, cultural and skill-in- teaching competition.
- Infrastructural resources at their best.
- Curriculum transaction is integrated with ICT to enhance employability of teacher interns.
- Well qualified staff as per NCTE norms.
- Maximum participation in Youth Festival and Skill-in-Teaching Competition and bagged many prizes in these two activities.
- Organization of academic, cultural, co-curricular and community activities.
- Faculty is well versed in the use of multimedia, laptops and computers and essential communication skills.
- Faculty appreciation for some good work is done by the higher authorities. Some incentives are also given to teachers.
- Holistic education
Weaknesses
- Low faculty research profile
- Lack of fully automated library
- Lack of ERP
- Consultancy activities are limited
- Research publication are limited with respect to Scopus and SCI Journals
Opportunity
- Developing linkages with more reputed schools along with more and more interactions with teaching practice schools.
- To add new Value Added Courses.
- Collaboration with National & Foreign Institutions. More and more social upliftment activities as by becoming permanent blood donors especially youth.
- To strengthen alumni associations for their involvement in academic and mentorship activates of the students.
- Development of e-content by faculty.
Challenges
- Being a self-financed college, institution has a challenge to combat with multiple financial issues.
- Preparation of students for various entrance examinations after passing out course.
- Decreasing strengths of male students in B.Ed.
- Malpractices in neighboring self-financed and aided educational colleges as they are
- Giving admission to non attending students.
- Entry level knowledge of admission seekers is inadequate.
Future Plan
- To add new courses like M.Ed., M.A.(Education), B.Ed. in Special Education, D.El.Ed., and E.T.T.
- ERP
- Increase the activities of Gender sensitization
- Development of E-Content.
- More university merits positions.
- Technology equipped infrastructure.
- Teacher work to be authentically documented.
- More Faculty Development Programme.
- Technology equipped infrastructure.
- Organize national and international seminars.
- More participations of faculty in National and International Seminars.
- Welfare Schemes for adhoc employees.
- Addition of new courses.
- Additional intake of B.Ed. seats.
- Purchasing more equipment related to teaching learning process.
- Fully automation of library.
- Conduct Academic Audit.
- Addition of text books, reference books, new journals and e-books in the library.
CONCLUSION
The SPDD is a dynamic endeavor for covering a surface regarding achievement of goals to attain GTBKCE vision. By formulating the strategic plans doesn’t ensure for success, but it layout a guiding outline which is a collaborative effort delivered by the process of co-operative brainstorming of all the stakeholders. The genuine implementation of strategies, all the time co- ordination with good spirit shows to favorable outcomes and imperishable over a longer time by a zestful process. It requires continuous advancement to assimilate the lesson gain and understanding during the implementation and focuses attention in the title role of IQAC in establishing the standard of implementation of Strategic Plan and Deployment Document.