TIC s DESK

 
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Gopal Deb Kantha
M.A.
Teacher-In-Charge, Saheed Anurup Chandra Mahavidyalaya 
 

The area of higher education is becoming increasingly competitive in terms of quality. We must change sooner or later to cope up with the emerging situation. Quality assurance advocated by the NAAC is a statutory factor that we can hardly ignore. The point of proof is the recent structural reforms that have been practiced by Saheed Anurup Chandra Mahavidyalaya (SACM) in the field of Students’ Class Attendance Percentages and the Students’ Academic performances in the Mid-Term and Test Examinations. The 3 Year action Plan (2015-16 to 2017-18) was integrated with the quality agenda. The focus was on improved class attendance, improved academic performance and increased students’ participation in sports and cultural activities.

We are using ICT and Smart-classrooms to make the classroom-teaching more interesting than the smart phones.

SACM is losing thousands of Rupees while following quality benchmarks. Potential earning is being lost in terms of decrease in students’ admission in 1st year (due to the apparent strict policy regarding class attendance and test examinations).  Actual earning is being lost in terms of defaulters of Fees by the admitted students (due to apparent strict policy of allowing for CU Examination). Taking into consideration Part I, Part II and Part III for a single academic session the college has suffered huge financial loss. Indeed, the income of the college has been reduced considerably during the Academic Session 2015-16 and 2017-18(Period of 3 Years) due to the implementation of the quality benchmarks. The fact is that many defaulter students (who have not been allowed to fill-up Forms for CU Examination) have left the college without paying their dues. The poor college like us can hardly afford that.

SACM is worried about the economic narratives of the Action Plan. While blindly following quality control, one fine day the college will become unable to pay the Casual Staff or the Guest Teachers or will become unable to meet day-to-day expenditures. However, SACM seems to have recovered from the short-term impacts of the 3 Year Action Plan (2015-16 to 2017-18) during the current academic session 2018-19.

In fact, SACM is trying to provide a new holistic narrative by reducing the capability asymmetry between the students of our rural college and the students of any metropolitan college. I am trying to woo the present and potential students with a vision of a new, qualitative matrix. The Future of higher educational institutions (HEIs) like SACM is being driven by a complex set of converging forces. These are compelling us to think about how to reshape our experiences as well as existence.

Today’s students are becoming increasingly inattentive and restless. They seek more flexibility in terms of exemption from class attendance rules and examination evaluation norms. Both social media and smart phones have a huge impact in changing their behaviour. The trend can also be attributed to the first generation digital students who would put every effort to feed Facebook and WhatsApp with picture-perfect chats and other activities and inspire more students to follow suits, creating a snowball effect. This strong attention-deficit hyperactive trend in students is being accentuated by the millennial who are opting to spend time on distractions rather than on academic pursuit. I wish to re-discover the millennium students and save them from being encapsulated by the distractions.

I want to position SACM as a stand-alone institution that is quality-lover at heart, transparent in spirit and willing to play the role of pacifier as a technique of conflict resolution mechanism. Thriving multidimensional ethos of equity, excellence, expansion and participative management technique will perform, reform and transform SACM into a stand-alone brand through out of box solution, creative destruction of traditional concepts and disruptive thinking.

The new 3 Year Action plan (2018-19 to 2020-21) is aimed at transforming the planning paradigm of the college. Six specific action plan dynamics have been identified, covering the entire affairs of the college. Several specific strategies have been associated with the action plan dynamics. NAAC Peer Team suggestions (during the 2nd Cycle Re-accreditation Exercise) will also be implemented during next five years or earlier, according to priorities of the college. The focus is on Learning Experience, Teaching & Work Culture, Ease of Doing Business, Employability, Academic & Physical Infrastructure and Stakeholders’ Interfaces. The Three-year is 10 year vision period is driven by a desire to turn our college into a brand by creating an ecosystem of quality enhancement, quality sustenance and quality assurance.

With the active support and patronage of the Department of Higher Education Science & Technology and Biotechnology-Govt. of West Bengal, the University of Calcutta, Mrs. Sonali Guha(Bose) – (Hon’ble MLA, Satgachhia Assembly Constituency), Sri Abhishek Banerjee – (Hon’ble MP, Diamond Harbour Parliamentary Constituency), local people, our most dedicated teaching and non-teaching staff and lastly but no less important the students, SACM  will certainly attain the envisioned state in the year 2025.

 

 

Gopal Deb Kantha
M.A.
Teacher-In-Charge, Saheed Anurup Chandra Mahavidyalaya