INSTITUTIONAL DEVELOPMENT PLAN
(IDP)
2023-2028

THE ASSAM ROYAL GLOBAL UNIVERSITY

www.rgu.ac

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Institutional Development Plan 2023-2028

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Institutional Development Plan 2023-2028

INSTITUTIONAL DEVELOPMENT PLAN
2023-2028

www.rgu.ac

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Institutional Development Plan 2023-2028

LETTER FROM THE VICE CHANCELLORAt the very onset, I am prompted to use a quote by Nelson Mandela, which says, “Education is the most powerfulweapon which you can use to change the world.”
Over the past two decades, India has seen a sea change in the higher education scenario with a move towards
inter-disciplinary studies and interactive learning which has created multiple challenges for the educational
establishments of the country, especially the universities. The rigor of the contemporary world requires
professionals to keep alive their quests for knowledge. Education is a prerequisite to empower young minds thatwill help them to conceive good thoughts and ideas. Further, students, if properly nurtured according to the needsof the competitive world, can do wonders and in turn bring laurels to the nation.
The Assam Royal Global University (RGU), with its successful initiation as a university, is already the first choice
for many aspirants of higher education. RGU, guided by its vision and mission, is already standing strong as a
global contributor in the education scenario of the nation.
Having an earnest interest in the fields of Behavioral Science & Psychology, I believe education is not only
about academics, but attitude and values are also very important. We need to assess all of this for the overall
holistic development of a student and at RGU, I wish to see a student bunch that is cultured in all such aspects
and hence, contribute towards the social and economic growth of North-East region in specific and the nation in
general. At RGU, the curriculum is designed to stimulate higher physical, mental & intellectual growth of every
student with regular classes in Communicative English & Behavioral Science. My personal approach towards
formal education is learner-centric and as such we have adopted the Choice Based Credit System (CBCS) whichmakes education broad-based and at par with global standards which are the needs of the hour.
To sum up, we, at RGU, have ensured to help our students to excel not only academically but to inculcate all suchqualities so that they succeed and flourish in all aspects of life and contribute towards growth of the organization
they join or become entrepreneurs of high caliber. We welcome all those who chose to be a part of our family. I am
sure you will feel proud to be associated with us and will make us equally proud with your academic excellence
and future achievements.

Prof. (Dr.) S.P. Singh
Vice Chancellor
The Assam Royal Global University

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Institutional Development Plan 2023-2028

INDEX
Sl. NoParticulars

Page Number

1

Genesis and Evolution of The Assam Royal Global University

62

Social and Academic Mission

63Strategic Goals and Developmental Objectives

7

3.1

Strategy Formulation

7

3.2

Strategic Goals

7

3.3

SWOC Analysis

8

3.4

Developmental Objectives

94

Development of Physical Infrastructural Facilities

18

5

Development of Digital Infrastructure22

6Development of Various Components for Innovative Academic
Infrastructure24

7Development of Research and Intellectual Property Infrastructure26

8Development of Supportive and Facilitative Infrastructure28

9Development of Various types of Infrastructure for Networking and
Collaboration

30

10Development of Effective Governance Structure32

11Development of Mechanisms for Financial Independence, Stability andFunding: Model Requirement

33

12

Development of Ideal Research Ecosystem

35

13

Annexure-Five Year Strategic Plan of the University

37

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Institutional Development Plan 2023-2028

1. Genesis and Evolution of The Assam Royal Global University
The Assam Royal Global University in its endeavour to bring quality education and build a legacy of character andreputation in the state of Assam and in Northeastern region in general, is committed to quality education at affordable
price. The objective of the promoters and sponsoring body is to extend once in a lifetime to opportunity to the students
and faculties towards contribution to preparation of leaders for the community, country, and the world. World over, there
is an increasing interest in quality and standards, reflecting both the rapid growth of higher education and its cost to the
public and the private finances. With the efforts of various Higher Educational Institutions, it is imperative that nationbuilding implicates an equitable and just society achieving our aspiration to be the leading knowledge-based economy
in the world. Indian higher education will need to demonstrate that it takes quality to a significantly more advanced levelwith reassuring sustainability.
The challenges and demands, which are emerging both inside and outside India in the face of this context and theinternationalization of higher education, demand a powerful and concerted response. The commitment of all those
involved in the creation, discovery, dissemination, connecting and application of knowledge, augurs well for the fulfilmentof a truly Indian approach to the quality and quality assurance of our higher education ecosystems. University in its
endeavour like to have pool of talented academics whose deep scholarship and innovative pedagogical tools will shape
the future of the students, who will be the leaders of tomorrow. The Assam Royal Global University, Guwahati, adds
value to this as it enjoys certain advantages:• Located in the heart of the city Guwahati which is considered as Gateway to NE and SAARC/ASEAN countries.
• The legacy of highly reputed founders and society dedicated to bringing meaningful transformation in the lives of
the community and society at large.
• Innovative and purpose designed modern infrastructure with excellent avenues for the holistic all-rounddevelopment of the students.
• Future focused and internationally relevant academic programs to make the students globally competitive.
The Assam Royal Global University embarks upon its journey towards achieving the goals of academic and professional
excellence in conformity with the vision and the goals of the National Education Policy (NEP) 2020 and Sustainable
Development Goals (SDGs) envisioned by the United Nations. The potential of The Assam Royal Global University
is to be realized as we are in the process of translating our vision and mission into realistic attributes and hallmarks.
The University is constantly motivating, inspiring and guiding the young minds to enable them to serve the society, thenation and the whole world as conscious, conscientious and committed citizens with highest level of professionalism,
basic human values and virtues for a sustainable world. University in its continuous endeavour to be a great seat oflearning is bringing together quality faculty members, bright students infusing autonomy in its work culture enabling thegovernance structure with provision of adequate resources and a compelling vision to attain success. Its philosophy
is that the faculty members and the students are the main strength and force in its propulsion to the upward trajectory.
The NEP 2020 articulates that Quality Higher Education must aim to develop good, thoughtful, well-rounded, andcreative individuals. It must enable an individual to study one or more specialized areas of interest at a deep level, anddevelop character, ethical and constitutional values, intellectual curiosity, scientific temper, creativity, spirit of service, and21st century capabilities across a range of disciplines including sciences, social sciences, arts, humanities, languages,
as well as professional, technical, and vocational subjects. The UGC has developed guidelines for individual HEIs todevelop their own Institutional Development Plans to further the aims set out in the NEP 2020.
The Assam Royal Global University prepares a detailed institutional development plan in line with the guidelines issued
by University Grants Commission laying out appropriate directions in its strategic plan, defined goals, and objectives interms of measurable parameters to be attained within specific timelines. The document will lay out the strengths andweaknesses, growth projections with detailed objectives and goals to be attained in the five-year plan. The document will
help us in becoming a world class teaching and research driven University that will contribute significantly to addressing
the challenges of the state and the country.
The Assam Royal Global University has developed its Institutional Development Plans to further the aims set out in the
NEP 2020.

2. Social and Academic Mission

The social objective of the University is to provide affordable access to quality education for all equally and equitably. Its
mission envisages leadership role that aligns the interests of industries, entrepreneurs, and the youth. The University
aims at creating and sustaining an environment wherein employment and entrepreneurship can flourish. With the help of
collaborative efforts from its extensive network of outstanding corporates, individual members, and academic institutes,
The Assam Royal Global University has the mission to provide the necessary resources, knowledge, and support tocreate effective employment and entrepreneurship opportunities to become a self-reliant centre of learning contributing
to the overall social public good by multitude of other such aspects such as:• Knowledge creation for societal growth and wellbeing through innovative research, technical and non-technicalsolutions to societal problems.
• Creation of industry fit and entrepreneurial human resource for improving quality of life, the standard of living, allround development, well-being and social good.
• Access to quality higher education for all.

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Institutional Development Plan 2023-2028

•••Accessibility of education to Persons with Disability (PwD).
Reducing inequalities and enhancing gender parity, ensuring diversity and inclusivity and environmental
awareness towards achieving the Sustainable Development Goals (SDGs), and other societal needs andaspirations.
Internationalization of higher education, creating opportunities for global learning through student and faculty
exchange programs with the leading Universities of the world, skilling, and creating opportunities of mobility ofworkforce at all levels.

The University offers a unique educational experience that prepares the next generation of global citizens to lead andmake a difference in the world. With its talented and motivated student community and accomplished faculty members,committed to uphold pedagogic professionalism, respectful sensitivity to nature and environment and fundamental
human values, the University has charted academic and intellectual objectives across the graduate and postgraduate
programs and activities. The faculty members work very closely with students to solve major scientiﬁc, technologicaland societal challenges. The Assam Royal Global University ensures that its students are transformed into wellrounded, industry- ready individuals, who are equipped to take on leadership responsibilities. The Assam Royal Global
University stands to be recognized for its world-class infrastructure, cultural events, campus recruitment programmes,
expert faculty members, updated facilities, and other such activities. The Mission can further be summarized in thefollowing points:••••

The facilitation and enablement of achieving key learning outcomes from the core learning of the disciplines
and the prescribed curricula.
Development of character, ethical and Constitutional values, intellectual curiosity, scientific temper, creativity,
spirit of service, and contemporary capabilities across a range of disciplines including sciences, social sciences,
arts, humanities, languages, as well as professional, technical, and vocational subjects.
Strengthening and promoting Multidisciplinarity, cross-disciplinarity and inter disciplinarity in the mutually
supporting interdependent learner centric environment.
Learning to think, understand and do through skills and competencies such as critical thinking and problem
solving, creative thinking and innovation, analytical thinking, adaptive thinking, design thinking creativity,
computational thinking, social intelligence, cross cultural competencies and skills, new age media literacy,
virtual collaboration, decision making, conflict resolution and negotiations among others.

3. Strategic Goals and Developmental Objectives
3.1 Strategy Formulation:
The University leadership with a defined direction and sustained efforts since last six years have crafted aclearly laid down strategy through its Vision, Mission, and Core Values. This helped the University to growover a period with defined objectives and goals. Growth is an outcome from the strategic goals into tangible
outcomes. They are as follows.

VisionTo offer nationally and internationally integrated opportunities to create global citizens.

Mission•To achieve academic excellence through innovatively designed, research intensive, industry-oriented
education.
To incorporate community service to install ethical conduct and compassion amongst the stakeholders.
To give back responsible leaders to society who can enrich the future by bringing positive transformation
to the world.

••Core Values

Integrity, Diversity, Academic Freedom, Inclusivity, Empathy and Equity, Wisdom, Confidence, Intelligence,
Creativity, Determination, and Truthfulness
•
•
•
•
•
•

Strive for excellence in education.
Engaging students and faculty members to interact and dive into the sea of knowledge.
Fostering incubation and innovation of ideas.
Supports creativity in pedagogy and research.
Committed to provide education for all thereby fulfilling equity to society.
Believes in clean and green campus so that healthy environments nurture healthy mind.

3.2 Strategic Goals
1.
2.
3.
4.
5.

Develop future focussed, industry oriented and socio-culturally enriching academic structure to impartquality education.
Evolve as a ‘brand’ by assessing its’ strengths and identifying the opportunities.
Create a strong pool of teaching fraternity to enhance teaching, learning and research.
Collaboration with Industries through MoUs to develop academic-industry linkage.
Enhance the teaching-learning environment by creating scope for multidisciplinary research and innovation.

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Institutional Development Plan 2023-2028

6. Integrate sustainable practices in all aspects of operation towards becoming a green campus.
7. Spirit cooperation by embracing the community and it’s diversity.
8. Become the epicentre of a rich and diverse culture of young minds.
9. Aims to contribute significantly towards SDGs of United Nation.
10. Aspire to be the ‘University of Choice’ for people of this region.
11. To increase the process for easy and equitable access in terms of equality, affordability, transparency to thestudents for entry/ admission in the University.
12. To enhance strategic approaches for motivation, recruitment, training and retention of faculty and staff members.
13. The University imparts higher order skills with a learner centric approach and builds faculty competencies for
improved educational/ skilling and institutional outcomes. University will ensure that adequate mechanisms arein place for reinforcing these approaches.
14. Inculcate an entrepreneurial mindset and orientation among students and faculty including emphasis on
experiential learning and acquisition of vocational skills of appropriate levels in line with NEP 2020.
15. The University will ensure that it contributes to the overall social, emotional, and intellectual development of thestudents and faculty for academic and research excellence and its reinforcement.
16. The University adopts a holistic perspective concerned with the development of every individual intellectual,
emotional, social, physical, artistic, creative, spiritual potential and overall wellbeing.
17. The University will adopt a holistic approach including building communities, nourishing cultural values,
connecting students with nature, and advocating for student voices.
18. Preparing the students for the real world to become good global citizens through true internationalisation ofhigher education. Collaborations at the National and International Level will ensure its implementation.
19. Supporting students and faculty for achieving overall success in their professional, career and personalgoals through its dedicated centre for corporate relations ensuring internships, summer/winter schools andplacements.
20. The University, through its admission department ensures that every academic year there is an increase in
overall student enrolment, retention, and graduation rates.
21. Increasing the enrolment, retention, and graduation rates of the students from socially, economically, locationallymarginalised and under- represented sections; Enhancing and ensuring policies and adequate institutional
support and mechanisms for the success of the marginalised sections of students through its need-based
scholarships and endowment funds.
22. Creating opportunities for the students at the University to acquire knowledge, skills, and credentials in theirchosen fields, including emerging areas.
23. Create supportive, inclusive, and transparent systems for hiring and retention of qualified teachers; build
teacher competence through continuous faculty development programs. HRDC takes care of all the initiatives
linked to faculty development and training.
24. The University, with its well-equipped digital infrastructure, promotes Digital Learning and teaching among thefaculty and students.
25. Exploring new sources of revenue generation and funding for the University for improving their financial
sustainability.
26. Enhancing the University regional, national, and global reputation and rankings.
27. To build a sustainable and efficient research and innovation ecosystem for faculty, research scholars andstudents.
28. To develop a strong network for institutional growth and development through engagement with alumni, local
communities, industry and other stakeholders.
29. Fostering close community partnerships with enhanced extension activities.

3.3 SWOC Analysis
Strengths
•
•
•
•
•
•
•
•
•
•

More than two decades of experience in the domain of education and credibility of sponsoring body.
Robust policies and practices of governance at the University
Located in the heart of the city in Guwahati considered as a gateway to North- East.
Adequate scope of expansion with surplus of land, and financial resources as endowment funds
Outcome oriented learning and governance culture in line with NEP 2020.
Strong leadership with national and international exposure and experience.
Interdisciplinary, Multidisciplinary, and cross/lateral movements for the students.
Young University with an experience in higher education as a technical campus
Providing affordable quality education.
Attracting bright and young minds from all over the northeastern states of India and beyond.

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Institutional Development Plan 2023-2028

••Multitude of unique and diverse range of programs
Modern state of the art infrastructure, well integrated with IT support to create an enabling environment of learning.

Weaknesses
•
•
•
•
•
•

A growing research culture with a rather limited research outcome.
Limited extra mural grants from funding agencies
Job Opportunities in the North-East Region
Limited opportunity through Industry Institute Interface
Location disadvantage as compared to big and metro cities.
Limiting effects of stringent norms with respect to certain professional programmes that are governed by external
regulatory bodies.
Internationalisation at the nascent stage.

•

Opportunities
•
•
•
•
•
•
•
•

Increasing opportunities for international collaborations
Interdisciplinary learning and research opportunity.
Opportunity to build stronger academia-industry-government interface.
Strengthening the spirit of Liberal Art Education
Mobilisation of academic resources to address local societal issues.
Develop ways to preserve the culture, heritage and uniqueness of this region.
Leverage the opportunity of Act East Policy of Government of India
Attract more students from other North-East States.

Challenges
•
•
•
•
•
•
•
•

Limited mobility of foreign faculty and students
Mobility of students from North-Eastern states to other states
Promoting cross-disciplinary research.
Attract faculty from other regions to the North-East.
Building greater reputation and recognition at International Level.
Undertaking collaborative research with industries and academic institutions of repute.
Increase in Placement opportunities.
Retaining bright faculty members due to better opportunities available in the government sector.

3.4 Developmental Objectives
Growth Projections

The following table gives detailed parameters and status for our growth plans for the coming years (2023 – 2028)

Sl.No

Parameters

Current Status

2 Years

3 Years

5 Years

1.

Multidisciplinary
University

24 Schools
9 Centre’s
127+ Programmes

26 Schools
12 Centre’
139 Programmes

28 Schools
15 Centre’s
145 Programmes

30 Schools
20 Centre’s
160 Programmes

Multidisciplinary University

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Institutional Development Plan 2023-2028

The Assam Royal Global University started its journey in 2017 as multidisciplinary University and launched 13
schools, 6 centres and 55 programmes. Currently, the university has 23 schools, 9 centres and 130 programmes.
To further strengthen the University philosophy of holistic, multidisciplinary education in line with the NEP 2020,
the University has set a phase wise progressive target and to add 2 more schools, 3 centres and 12 departments
by 2025-2026; 28 Schools , 15 centres, and 145 programmes by 2026, and a projected rise to 30 schools, 20
centres and 160 programmes by the next five years.

2.

Research &Teaching

20% research
80% teachingand service

30% research
40% research
50% research
70% teaching and 60% teaching and 50% teaching andserviceserviceserviceResearch & Teaching

As of now RGU focusing 20% on research and remaining 80% on teaching learning. The Assam Royal Global
University has a comprehensive five-year plan (2023-2028) to achieve through a continuous professional
development of the faculty, students, and researchers of the University. However, RGU has set a scientificresearch policy to focus and increase 10% in research and 10% in teaching and service in next two year by the2025-2026. Further it will rise to increase to 40% research and 60% teaching and services by 2026, and theintention is to have a comprehensive composition of 50% research and 50% teaching at the end of 5 years.

3.

Interdisciplinary
Programmes

Very few
Interdisciplinary
Programmes
30% of Curriculum
shall be taken
outside major.
Interdisciplinary
Independent study
PeriodInterdisciplinary
Foundation
Programme
Interdisciplinary
Majors and Minor
Choice ofselecting Majors
and Minors
across schools

Interdisciplinary
Foundation
Programme
Interdisciplinary
Majors andMinorsInterdisciplinary
Foundation
Programme
Interdisciplinary
Majors andMinors4.

Faculty with
Foreign Academic
Degree andExperience

2 % of faculty isforeign degree
qualified

4 % of faculty isforeign or foreign
degree qualified

8% of faculty isforeign or foreign
degree qualified

15 % of faculty isforeign or foreign
degree qualified

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Institutional Development Plan 2023-2028

Faculty with Foreign Academic Degree & Experience

Presently, availability of faculty with foreign academic degree and experience in The Assam Royal Global
University is only 2%. The University has set a phase wise progressive plan to increase 4% such Faculty
Members by the 2025-2026. The projected phase wise inculcation is 8% by 2026-2027, and to 15% by the endof 5 years with an intention to help positioning RGU into academic community that benefits students, faculty, andthe institution as whole.
5.

Mix of Indian andForeign Faculty

100:0

98:2

95:5

90:10

Mix of Indian & Foreign Faculty

Presently there is no Faculty Member of foreign origin. The University is in the process to increase the number ofFaculty members with foreign origin through a process of strategic plan. A mix of Indian and foreign faculty may
bring a blend of perspectives, expertise, and experiences that will enrich both teaching and learning. Initially the
gap will be increased with the ratio of 98:02 by the 2025-2026. Further it is projected to increase to 95:5 by 20262027, and it is proposed to take the ration to 90:10 by the end of 5 years.

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Institutional Development Plan 2023-2028

6.

Admission Policy

Transparent
Admission Policy& Process Merit,
Need based.
Holistic Within-State
Students to
Out-of-State
Students Ratio:
85:15 Negligibleinternational
students

Transparent
Admission Policy& Process Merit
Need based.
Holistic WithinState Students to
Out-of-State

Transparent
Admission Policy& Process Merit
Need based.
Holistic WithinState Students
to Out-of-State
Students Ratio:
60:40
3% international
students

Transparent
Admission Policy& Process Merit,
Need based.
Holistic WithinState Students to
Out-of-State

7.

Faculty Student
Ratio

1:14

1:13

1:12

1:10

Faculty Student Ratio

The current faculty student ratio at RGU is 1:14. The Assam Royal Global University has a vision to maintainglobal parameter to change major educational experience in the field of University domain. The RGU has a
progressive plan to upscale the ratio to 1:13 by the 2025-2026, 1:12 by 2026-2027, and 1:10 by 2028.
8.

9.

Teaching &Research
Collaboration

Endowment
Funds

Faculty andStudent Exchange
Programmes withfew International
Universities andmore than 100
National
Collaborations andTie Ups in
Academia andIndustryRs. 5 CrOne major
research
collaboration eachin the USA, the UK
and Asia
Identify at least 10
student Exchange
Programs

Rs. 25 Cr

One major
One major
research
research
collaboration each collaboration eachin the USA, the UK in the USA, theand Asia
UK and Asia
Identify at least 10 About 20 Students
student Exchange Exchange
Programs
Programs

Rs. 50 Cr

Rs. 100 Cr

Endowment Funds in Rs.(Crs.)

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Institutional Development Plan 2023-2028

RGU with its current student strength of 6500 have Rs. 5 Crores of endowment fund. Considering 5 years of growthplan the university has made a phased plan to add Rs. 25Cr. by the 2025-2026. Knowingly, growth of the University
influences the stakeholders, infrastructure, research, and centres to contribute in a noteworthy manner thereby thegrowth is projected to Rs. 50 Cr. by 2026-27 and Rs. 100 Cr. by 2028.
10. Research &Publications

Limited publicationsin Management/
Commerce &Engineering Better
quality in Applied, Pure
& Life Sciences

Average of 2
publications per facultyin quality international
journal every year.
Faculty Publication/
Presentation to form
30% weightage forassessing faculty.

Average of 3
publications per
faculty in quality
international journal
every year. Faculty
Publication/
Presentation toform 35% weightage
for assessing faculty.

Average of 4
publications per facultyin quality international
journal every year.
Faculty Publication/
Presentation to form
40% weightage forassessing faculty

11. Library

Several Departmental
libraries and Central
Library Collection Size:
29,200+ (E-books,
E- Journals, JSTOR /DELNET /Manupatra)
unique titles Major
Library Databases
Initiative towards
building a unique digital
library.

Increase the number
Increase the numberof Titles and Volumesof Titles and Volumes
Library will fuction aswith increase inwork and collaboration Departmental
space for students
Libraries. Focus onand faculty Creating
Digital Resources
repository in partnership and Technologywith Indian and global
enhanced learning
libraries. Initiate
experience. Provide
Consulting support for
remote access tofaculty research on data those outside theComputinguniversity. Digital
Library of the future

Increase thenumber of Titles
and Volumes
with increase in
Departmental
Libraries. Amongst
the best libraries in
the Country. Create
linkages with accesspossibilities acrossthe global libraries.
Digital librarypartnership globally

12. Student
Amenities

Ten Recreation Zones
with Cafes, Sports
facilities and quiet study
spaces, Bookstore,
Football, Cricket,
Baseball, Volleyball
grounds along with
Indoor Sports Facilities.
Amphitheater for
Dramatics, Skit, Music,
and other activities.
Five Hostels, Bus
Services for day

Increase Recreation
Zones to 12 withadditional space forStudents unwinding.
University Fields will
have track and field
facilities, Start Rowing
Team. 30% residential(hostels)

Increase Recreation
Zones to 14 withadditional space forStudents unwinding.
University Teams forother Sports. 40%
residential (hostels)

Increase
Recreation Zones
to 15 with additional
space for Students
unwinding.
Participate ininternational
National
tournaments andchampionships.
50% residential(hostels)

NIRF QS Ranking

NAAC Second Cycle, AACSB EQUIS
AACSB
EQUIS

scholars. Laundry,
Fitness and Medical
Facility. ATM facility
extended by 3 Banks.

13. Accreditation Academic and
Administrative Audit forassessing the Current
Strength, Weaknesses,
Apply for NAAC, NIRF
and QS Ranking

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Institutional Development Plan 2023-2028

14.

Land
Bank ofRGU

45 Acres30+Acres50 Acres60 Acres

Land Bank in Acres

Presently, RGU with its 6500 enrolled students have 30 acres of land with state of the art infrastructure available.
The university has a vision to increase its student strength from 6500 to 11000 in next five years which will lead to an
additional requirement of 30 acres of land. It is strategically proposed to add 15 acres by the 2025-2026. Further, to add
another five acres by 2026-27 so that the total land bank sums up to 60 acres by 2028.
15. GovernancefromSponsoringorganization

Governed by Governing
CouncilIndependent governing
structure (by and inaccordance with an
Act of the State
Legislature of Assam)

Governed by Governing
CouncilIndependent governing
structure (by and inaccordance with an Act
of the State

16. Student
Enrolment

6500

7500

Governed byGoverned byGoverning Council
Governing Council
Independent
Independent
governing structure
governing structure(by and in accordance (by and in accordancewith an Act of thewith an Act of the
State
State

9000

11000

Student Enrolement

Presently the Assam Royal Global University has 6500 enrolled students. The University has set a progressive roadmap
and target to achieve 11000 students by 2028. The projected growth is proposed as to add 1000 students by 20252026, 1500 students 2026-27, and 2000 more by 2028 adding up to a total sum of enrolments to 11000.
17.

Ranking

Applying for NAAC &
NIRF

NIRF

14

Second Cycle of
NAAC after 2028
NIRF & QS

NAAC, NIRF, QS& AACSB

Institutional Development Plan 2023-2028

18. Total faculty

428

510

700

1100

Total Faculty

Currently RGU has a strength of 400+ faculty members. Keeping in mind of 5 years of growth plan and regulatory/
accreditation requirements such as NAAC/NBA/QS and NIRF the university has set a phased plan to increase thestrength by recruiting 82 faculty members by 2025-26 taking up the total faculty strength to 700 by 2026-27 and as
illustrated, the University plans to increase the total faculty strength to 1100 by 2028.
19. Under Graduate inpercentage

72%

70%

65%

60%

UG : Graduate in %The university has currently a blend of 42% UG graduates. With a vision to transform itself to a world class research
University, in a significance move RGU has taken a strategic decision to decease UG enrolment by 2% by the 2025-26.
Further it will decrease to 65% by 2026-27, and it proposes to limit the UG graduates to 60% by 2028 in concurrence
to the philosophy of transforming the University from Tier 1 to Tier 2 institute.

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Institutional Development Plan 2023-2028

20. PhD as % of
Total
Students

4%

10%

8%

15%

PhD as % Total Students

Currently, The Assam Royal Global University has a total of 4% PhD enrolment against total intake. However, the RGU
is committed to focused on a holistic approach to transform the quality of research inside the university and proposes toincrease the enrolment of PhD scholars by 4% by the 2025-26, 10% by 2026-27, and to 15% by 2028.
8%
21. International
Students

2%

2%

4%

International Students

Although there are currently 2% of international students enrolled at The Assam Royal Global University. The university
has set a phased target to increase enrolment to 2% by 2025-26 through a team of dedicated professionals whose
main responsibility will be to increase enrolment 4% by 2026-27. and to 8% in next five years. Thereby, increase in thenumber of international students enrolled can improve the academic atmosphere, promote cross-cultural learning, andenhance a university’s standing and diversity across the globe.

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Institutional Development Plan 2023-2028

22. Revenue

Rs.90 Cr Tuition revenue Rs. 120 Cr Fee
does not cover costs
structure to be
incurred per student
rationalized to cover
cost of education

Rs. 150 Cr Fee
structure to berationalized to cover
cost of education.

Rs. 200 Cr Fee
structure to berationalized to cover
cost of education

Revenue in Rs.(Crs.) from tution fees

Currently, The Assam Royal Global University generates 90 crores of revenue from tuition fee. RGU has a growth plan
to increase tuition fee to 30 crores by the 2026-2026, further it will be increase to 150 crores by the 2026-27 and at theend as illustrated the revenue will increase to 200 crores in next five years. It is important to note that the predicted
revenue is calculated using a five-year student enrolment growth of 41%.
23. Research
and Teaching
Assistantships
using own
funds

50% PhD Scholarships 50% PhD scholarships,
per year for inhouse
10% Teaching andFaculty and those
Researchwith NET and JRF.
Assistantships per year
10% Teaching 50%
PhD Scholarships
per year for Inhouse
Faculty and those with
NET and JRF 10%
Teaching and Research
Assistantships
per year, Rs.3000
additional incentives topursue Ph.D.

24. Revenue from Research &Consultancy>60lakhs>200Lakhs

50% PhDscholarships, 10%
Teaching andResearch
Assistantships per
year

80% PhDscholarships 10%
Teaching andResearch
Assistantships per
year>500 Lakhs>1000 Lakhs

Revenue in Rs.(Crs.) from Research and Consultancy

The Assam Royal Global University currently generate revenue of Rs. 60 lakhs from research and consultancy.
However, however, RGU has set a progressive plan to focus and increase 1.20 crores by the 2025-2026. Further it willrise to increase to 5 crores by 2026-27, and to 10 crores by 2028.

17

Institutional Development Plan 2023-2028

4. Development of Physical Infrastructures on the campus

The University has developed its physical infrastructure which is sufficient to cater to the present requirements. The
campus infrastructure of the University is built with the underpinning principles and concepts of green campus. The
University is conscious of reducing the carbon footprints while building its various infrastructures with special attention
to energy efficient designs, incorporation of solar energy-based systems, biogas facility, rain harvesting and recyclable
waste management systems, vermi-composting facility, etc. The various components in the buildings. Introducing theculture of cycling on campus is being promoted, especially amongst the hostellers to begin with.
A concise presentation on these infrastructures at the University is detailed below.
S. Types of Physical
No. Infrastructure

1. Smart Campus

Details of Physical Infrastructure & Its Usage

•
•
•

•

•

•

•

•

2.

Green/
Sustainablebuilding•••

University has a smart campus with advanced technology and enabling IT Environment.
This integration of technology with other infrastructure facilities improvesintercommunication and teaching learning opportunity.
University has Face Recognition attendance for faculty, staff, and PhD Scholars, 24/7
surveillance and vigilance on campus. Issue of admit cards, marksheets and results
through an integrated ERP. Smart campus helps in monitoring and improving every
aspect of the university.
University is in the process of developing mobile application for faculty, staff and students
that will help in easy access to facilities like student housing, food, recreation zones andother support services including canteens and laundries, events, and relevant information
daily. This will also include tracking daily entry and exit in classrooms, common areas,transportation etc.
University is conscious of its efforts on reducing carbon footprint. Energy efficient
processes and buildings, waste reduction and treatment, proper landscaping to create asustainable campus.
High end interactive classroom, Conducive learning spaces that is equipped withinteractive boards, Video Conferencing facilities, Flip Classrooms, Online lectures,
Opportunity for blended mode of learning are some of the initiatives that will help inenhancing the learning experience of the student.
University is providing opportunity for the students for virtual registration including
Registration, financial aid and scholarship along with seeking opportunity for mentoring
and advising by faculty members.
The Digitaal campus initiative will increase operational efficiency, stake holders’experience and students learning opportunities. This will enhance proper collaboration
between faculty staff and students so that smart campus initiative serves the needs ofeach stake holders effectively.
The University ensures construction in the campus with respect to design and operational
efficiency must have minimum negative effect on the environment. It promotes energy
efficient mechanisms, conservation of resources like gas, electricity, water, and wellbeing of people who are using these buildings. It ensures healthier and more comfortableworking spaces for the associates.
University is using energy efficient waves by employing insulation, HV AC Systems, andEnergy Efficient appliances. The university has also installed solar panels to generate
on site clean energy. Initiatives like water saving technologies, efficient landscaping,rainwater harvesting, and installing STP in the campus will reduce the requirement ofwater consumption.
Environment friendly materials are recycled, and sustainable resources are often
encouraged to be used to reduce the environmental impact of materials.

18

Institutional Development Plan 2023-2028

•

•

3.

Infrastructure to •commute•••4.

Administrative
Block(Admission &Counselling
Area)

•
•
•

5.

Library/ Digital •resource centre
•
•

•

•

Use of smart building systems, Energy saving sensor lights, automated washroom
appliances to save water wastage, encouraging public transport among the faculty and staff
and certifications from organizations demonstrate our commitment towards establishedstandards of sustainable consumption. These commitments reduce the need for frequentrenovation and replacement.
Central Air-Conditioning, Resilient design elements, flood and earthquake resistantconstructions with backup power systems. These features lead to low energy consumption
and reduce maintenance expenses with increased value leading to long-term cost savings.
These practices of the University along with broader sustainable goals and plays animportant role in addressing environmental issues and creating an environmentally friendly
community.

University has created a provision for physical and logistical support for free movement ofpeople and services from one point to the other. It includes movement within the campus,
from residence to workplace and even to other destination outside the university.
Encouraging students for bicycle commuting, sharing of rides/bikes that will help in reducing
traffic condition as well as promote healthy lifestyle.
University has also made provision to accommodate people who are differently abled sothat their commuting is accessible and easy.
Commuters’ safety has been a priority for the university. Security and surveillance 24/7 areavailable to ensure safety and security of everyone in the campus.

University has a provision for adequate space for activities related to admissions andcounselling of the students.
University has a reception area with adequate seating and amenities for the visitors,
dedicated counselling rooms for discussions with parents and prospective students,
Each school and departments have their own dedicated counselling place. University has
created a dedicated setup as Royal Centre for Career Counselling Coaching and Guidance
for the smooth career progression.
The Central library of the University is acclaimed as one of the advanced libraries of not
only Assam or the North-East but also regionally and nationally both in terms of quality andquantity, covering 23 schools and more than 126+courses.
The library has a huge collection of approximately 29200+ books. Apart from this, the libraryholds a special north-east collection, competitive books corner and fiction/nonfiction corner.
University has set up book corners to provide a more accessible and a more personalized
reading space. Royal School of Architecture and the Royal School of Law and Administration
have separate libraries as per statutory requirements.
University E-Library aims to provide online resources, professional support, and guidance
to all students whenever, and from wherever they have chosen to study. The library has
18000+ e-books and more than 65000 e- journals. Apart from this, it has various e-resources
including e-journals, e-Books, and e- databases under different areas that can be accessedby its users. The database for the entire collection can be accessed through Online Public
Access Catalogue (Web OPAC).
The library management is done by ILMS SOUL 2.0 server platform and barcode system (Jan2013). D Space is used for maintaining the Institutional Repository of the entire university.
As a member of DELNET, the library avails various facilities of member institutions throughresource sharing on demand from the users as and when required. It provides ready reference
services like content list service, using both offline and online sources of information to theusers.

19

Institutional Development Plan 2023-2028

7.

Examination
office

•
•
•
•

8.

Facilities toFaculty and
Staff

•
•
•
•
•

9.

Meeting
rooms

•
•
•

10. Office
Rooms

•
•

The university has a dedicated centralized examination office with a strong room for keeping
confidential documents and examination papers.
Coding of answer scripts, moderations of question papers, evaluations and assessments aredone centrally in the university.
The examination office is also making provision for digital evaluation of the answer scripts
in the coming days.
Marksheets and Degree Certificates are being issued as per the norms and guidelines ofregulatory agencies.
At the University there is an adequate number of well-equipped faculty offices to accommodate
all permanent faculty members, visiting faculty members, adjunct faculty members, researchscholars, etc.
Each faculty office is supported by academic coordinators to help the faculty members intheir day-to-day office and administrative tasks.
Teaching and Research Assistants/ Associates are being an integral part of each
Departments/ Schools.
The University Campus in its master plan has laid out provision for faculty housing with
option for 2-3-4-bedroom quarters for the resident faculty members/staffs.
Reprography, recreation facility, coffee/tea with refreshments in a pantry is being provided
with each block having faculty/staff offices.

Meeting rooms and faculty breakout rooms to conduct school and departmental board
meetings, research committee meetings, and student meeting facilities are available witheach block.
Centralized Board rooms for University Level meetings are available with state-of-the-art
modern infrastructure to have provision for online meetings, virtual conferencing facility,
webinars etc., that can be arranged accordingly.
Interactive Smart Boards with webinars facility are also made available considering the shift
towards online interactions.
All Non-teaching and administrative staff have been provided with separate as well as
common space for seating.
Office with workstations and facilities to increase the operational efficiency of the University
are arranged accordingly.

11. Laboratories•
and ResearchCentres••Modern laboratories and advanced super specialty research centers in a wide variety ofscientific and technological fields has been set up.
Central Sofisticated Instrumentation Facility,
Biotechnology Lab, Physiotherapy Lab. Radio Imaging lab, Medical Lab Technology (MLT),
Optometry Lab, Nursing Lab, Bioscience Lab, Pharmacy Labs, Applied & Pure Sciences
Lab, Studio for Fashion Technology, Studio for Fine Arts, Workshop for Civil Engineering,
Mechanical and Architecture are provided for experiential learning. The Computer Lab,
Communication Lab, Food Technology Lab, Language Lab are in place for holistic learning.

12. Computer
Centre/Multimedia
Studios•••••

6 Computer Centre having appropriate Computer: Student Ratio as per standard norms.
Mass Communication Lab
Language Lab with software for improving the Soft and Communication skills of the students.
SPSS and other software for enhancing the research output of the research scholars.
Multimedia Studios for creation of digital contents with optimum sound control & recording
facilities as a part of the curriculum.

13. Cafeteria/
Dining Room/
Mess Facility•

Separate Dining rooms /Mess facility equipped with modern cooking apparatus/equipment
to ensure quality, cleanliness, and hygiene for Boys and Girls in their respective hostels has
been provided. Home away from Home is the Basic objective of all provisions.
Cafeterias serve different cuisines (Indian, South Indian, Continental) to satiate the taste
and preference of the faculty and the students. As Campus is pure vegetarian, the University
has arranged for non-Vegetarian food outside the premises to serve the needs of hostelers.
Dominos Outlet, Burger Tree, Darjeeling Momos, Tea, and Ice Cream Parlors serve thepurpose of everyone.

•
•

20

Institutional Development Plan 2023-2028

14. Games& Sports
facility•

15. Auditorium
andconference
rooms

•

Multipurpose Hall Royal D Auditorio, Conferencia with high-end audio-visual facility, seminarhall and conference rooms of various capacities are available for active teaching andlearning.

16. Hostels•

Student Hostels: Aditya, Samaya, Harsha, NE Hostel for out stationed students with Wi-Fi,
laundry, recreation zones are being provided.
Research Scholars Hostels
International Student Hostels are provided as university is having foreign nationals fromseveral neighboring countries.

•••

Playground and Indoor Stadium (Cube) to accommodate Squash, Table Tennis, Badminton,
Chess, Carrom Board etc.
Gymnasium and fitness center, Swimming Pool, Playgrounds for Cricket, Hockey, Football,
Baseball, Horse Riding, Archery are few games that students enjoy.

17. Parking•

Adequate and Suitable parking facility for fleet of University Vehicles, Faculty and Students
Vehicle(both two and four wheelers) as well for meeting the needs of all stakeholders
including the visiting parents, guardians as well as visitors of the University

18. ExhibitionHall•

The University has workshops, studios and exhibition hall/studio for faculty and students todisplay their work as exhibits for display cum sale. Receipts from such exhibits/display goesto the students as financial incentives that plays a very important role in motivating them tobe a great professional.

19. Guest
Accommdation••

The University has a fully furnished guest house with all amenities for a comfortable stay of
the guest coming in for board meetings, conferences, seminars, guest lectures etc.
The guest house has four suites along with a dining facility and space available for meetings.

20. Commercial•
Shops/centers••

The University Campus has convenience shops for purchase of daily items named Quick
Shoppe (grocery store) for faculty, staff, and students especially hostellers.
Stationary store, unisex salon and spa,
ATM services from nationalized as well as private banks are also available in the University.

21. Health andwellbeing

In University Campus facility for medical needs of faculty and staff is catered by practicing
medical doctor for consultation.
Free Check Up, Royal Swasthya Seva, X Ray, and Diagnostic facility available round theclock.
Trained male and female nursing staff in all the hostels; with facility for infirmary withimmediate medical needs are made available.
Fully equipped Ambulance in case of medical emergency.
Tie up with leading hospitals of the cities for admission and quick medical attention.
Ten Student recreation zones for unwinding is within the campus premises for overall wellbeing of the students.

•
•
•
•
•
•

22. International
Student
Centre•Office of International Student Affairs looks after the international student’s admission,
housing, academic and non-academic requirements.

23. Incubation
Centre andResearch
Park•

Institute Innovation Council, Royal Incubation Centre, Entrepreneurship Club, Co working
space for Alumni and students as a support are available within the Campus.
Support to student incubation ideas, availability of seed money grant by the University as
well angel investors are successfully utilized.
Tie Up with the funding agencies, industrial and institutional organisations as mentors are
made available for every student.
Student Startup and Innovation policy of the University is to provide support to all.

•••

24. Botanical
Park/Garden••

24. Vocational
Education,
Training
and Skilling
infrastructure••

University green house, botanical garden with flora and fauna for the purpose of researchand scientific study used for display and education is available.
Vermi- Compost, Animal House, Aqua Culture are part of experiential learning.
The university is well equipped with building space having appropriate equipment’s,
machinery and tools, computer labs and technology labs, language lab, psychology lab for
testing and learning skill/ vocational education as part of course curriculum.
VAC, AECC, AEEC, GE, CEN, behavioral science courses are part of all the programs
offered at the University.

21

Institutional Development Plan 2023-2028

5. Development of Digital Infrastructures on the campus
The University is developing a robust digital infrastructure for the purpose of academic transactions, governance,
surveillance, and security. A concise presentation follows.
S. Types of Digital
No. Infrastructure
1.

Internet usage

Details of Digital Infrastructure & Its Usage
•
•
•
•
•

2.

Website••3.

OnlineMessagingstakeholders’groups

•
•
•
•

4.

Online Blogs &sites for every
course•••Well defined IT policy to cater to the needs of various stakeholders.
The University has more than 600 computers with a ratio of 1:10 to facilitate student
learning.
High-speed internet connectivity in all hostels and academic blocks and speed upgradedfrom time to time.
ERP based system implemented in 2023, Royal Net form 2017 to disseminate importantmessages to the stakeholders.
ICT based Teaching learning is adopted with adequate IT infrastructure.
Well-designed website available (www.rgu.ac) to provide information for prospective
students, current students, faculty members and alumni. All-important information’s are
updated on the website from time to time for benefit of the public.
All policy, procedures and regulations are uploaded in the website.
Parents meetings are conducted via email invitation.
Parents are invited during student induction programs every year.
Principal/HoDs/Dean/Coordinator WhatsApp numbers are shared to students andparents for their queries. Student progress reports are sent through email, WhatsApp etc.
Various stakeholders such as, alumni, employer, suppliers are invited for members invarious important committees of university such as IQAC, Academic council, Governing
Body etc. and their feedback are incorporated in various policies and procedures.
Program syllabus is uploaded in the website for access by stake holders.
Affordable online courses such as Coursera are made available for the benefit of students
enrolled under various courses.
20% of online courses in MOOCS/SWAYAM platform are provided to students forenrollment during their course of study.

5.

Wi-Fi Campus•

A Broadband Wi-Fi network providing free internet service is available round the clock
to the students, faculty and staff members to access online ubiquitous information in thecampus and classes. An active IT support is provided to ensure uninterrupted access of
wi-fi facility.

6.

Online Studymaterial•

During covid 19 pandemic, various study materials both in audio, video, and text form as
per the curriculum were developed and provided to concerned students through online
Google classroom, WhatsApp groups and though University’s own Royal Net Repository
as additional support to compensate classroom teaching-learning process.
The study material in the form of a PDF book, e-books are stored shared to students asubiquitous reference for the covered portion of the course subjects.
Subject wise WhatsApp groups are created by faculty to share study materials forstudents.

••

7.

Digital Library

•
•
•
•

8.

DigitalPublication•••

The entire collection of the library is computerized and its OPAC can be electronicallyaccessed 24X7.
Digital library members hip to be initiated by the University very soon.
DELNET/INFLIBNET/JSTOR facility is provided for the stakeholder of the University for
Ubiquitous Access of journals.
University has initiated the process of collaboration with various national digital
libraries and international digital libraries to provide books, periodicals, study materials,
magazines, journals etc. in digital form.
The University has its publication cell which publishes quarterly magazines (Prayax, The
Voice, Osmosis in online pdf and shared to stakeholders through emails.
Quarterly E-newsletters for recent happenings about the University are also publishedand shared through online plate forms.
University Annual Reports are published and made available on a website.

22

Institutional Development Plan 2023-2028

9.

Paperless office••

To provide an online office environment, outlook 365 office is embedded for all emailcommunication to save paper use.
Reno campus ERP is implemented for examination automation for form filling, issuing
admit cards and grade sheets, online leave etc. is also available.

10. Paperless exams•

Continuous evaluation examinations (Quiz, Assignment etc.) are conducted throughRoyal Net as a digitization means to save money spent on paper and also to save trees
for green environment. So far, the University has not introduced digital evaluation of SEE
answer script but result processing and other related larger volume of work is replacedwith digitization.

11. Online
Evaluation•

During Covid 19 pandemic period, University has adopted online evaluation of answer
script to speed up evaluation process.
Automated & digitized online entry of marks is implemented to speed up declaration of
results.

•
12. Website based
resultAnnouncement••

The publication of results in websites is under process.
The results are announced through email and messeging applications for immediate
student access.

13. NAD marks
cards Facility•••

NAD registration of students up to 2021 graduated batch is completed.
For the remaining batches, the NAD registration is under process.
All graduated students’ digital academic records are secured and can be accessed by
students at any point of time by using their login IDs.

14. Online admission
test

•
•
•

Online application facility for admission process is available.
Online personal interviews are conducted to provide admission to courses.
An offline admission test for PhD program is introduced.

15. Education ERP•

Examination ERP is implemented to integrate examination departments with otheracademic departments for timely exchange & access of information.

16. Plagiarism
software facility•

URKUND software facility is provided to every stakeholder of the University to checkplagiarism content in the documents.

17. Online placement(Project,internship, & final)•

The University is tapping opportunities with agencies and Institutions that support
provision of online training, internships, and live projects useful for intermediate and final
year students.
Offline Placement is provided

18

Video
documentationof each course &each College•

19. Video
documentation
on Online publicplatforms••

Various online talk videos are telecasted through news channels, TV Shows etc.
Some cultural programs, Ted Talks, Educational seminars, workshop, panel discussion
videos, webinar interactions are shared in online platforms for widespread publicity ofuniversity functioning and quality of Teaching and learning.

20. Social Media
based
promotions•

University has created its socila media page for spreading information about the
University and the departmental activities through departmental handles pages for brandbuilding and promotions

21. Use of ICCT
underlying
technologies like
AI, BA, CC, DS,
MB, OC, VR &AR•

Adopting present technologies in automating the services that enhances teaching andlearning experience of the students.

22. Studio for video
online Classes•

The university subscribed Zoom, Webex for conduct of online classes and its recording
for future record keeping.

23. Video
conferencing
facility•

The university has well equipped conference rooms to hold meetings in blended mode.

••

Various short videos of university schools are shared in face book, you tube etc. for open
information to the public about the infrastructure and quality of the program offered.
Lecture capture facility have been introduced

23

Institutional Development Plan 2023-2028

6. Development of Various Components for Innovative Academic Infrastructure

RGU has completed the statutory processes for immediate effective implementation of the approved recommendationsof the NEP-2020. The development of the course curricula for the Four Year Undergraduate Program within the National
Curricular Credit Framework, introduction of skill based vocational programs as prescribed in the National Vocational
Course Framework, provisions for multiple entry and exit with enabling mechanism of Academic Credit Transfer, offer
of multidisciplinary academic courses with supporting flexibility in the academic management system, introduction ofcourses on the Indian Traditional Knowledge System, etc., have been completed or are in the process of competition in
the next planned years as depicted below.

S. Types of
No. Innovative
academic
infrastructure

Details of Innovative Academic Infrastructure & Its Usage

1. Courses catering •to professional/
future•requirements•

2. Curriculumupdated as
per industry
requirements

•
•
•
•

3. Curriculum
embedded with
Employability
Skill

•
•
•

•

RGU provides Choice based AEEC, AECC, DSE subjects in every curriculum as per theirpreference of selection to plan their career goals.
Every Courses syllabus has been revised with current topics of market relevance andfacilitates with teaching learning pedagogy for in-depth learning of students as per theinterest allowing for future growth of the student.
Various programs offered has the multidisciplinary subjects having relevancy with theprograms.
School & Departmental level BoS is conducted twice in a academic year to incorporate thetopics that cater to the dynamic requirement of the changing employment landscape andimplemented the revised syllabus.
The program curriculum offered includes various knowledge and skill related componentsthat meet industry requirements in the short term as well as motivating students to become
life-long learners for futuristic readiness with proper goal.
Some programs are Industry linked/ internship/ apprenticeship embedded programs likepharmacy, nursing, engineering, architecture and allied medical sciences which provide
experiential learning.
NEP syllabus has been implemented from 2023-24 sessions with provision of Multiple
Entry-Multiple Exit options in various programs.
All NEP based curriculum has been enriched with Value added Skill enhancement coursesthat focus on inculcating basic skills important for increasing the employment avenues andreadiness.
Adding Employability Skills (ESs) across all disciplines like Constitutional values/
Citizenships, universal values; Career Development & Goal Setting.
Professional development skills are included such as Communication Skills; English Skills;
Inclusivity and Diversity including Gender sensitization, PwD etc, Digital Literacy /Skills/
digital fluency; Financial & Legal Literacy; Start-up management and Entrepreneurship;
Customer Service orientation; and Job readiness and competitive exam preparation etc.
are organized.
Environmental Science subjects and various environmental sustainability initiatives areincluded in curriculum to support G-20 initiative of “One earth one family” defense ourearth from Climate change effects.

4. Curriculum
embeddedwith Skill
Enhancement
Courses•

Curriculum to focus on competencies and skills like Critical thinking and problem solving;
Creative thinking and innovation; Analytical Thinking; Adaptive Thinking; Design Thinking& Creativity; Computational thinking; Social intelligence; Cross cultural competency; New
media literacy; Virtual collaboration; Decision Making; Conflict resolution and negotiations.
Etc.

5. Curriculum
embedded with
Emerging
technologies tobe integrated
with future ofwork•

Higher Educational Institutions in education &skilling ecosystem need to bring the coreskills that are used in the era of digitization and automation like AI, Block-Chain, IoT,
drones, Industry 4.0 and beyond, etc. as also integrate 21st-centurydigitalskillswherever
required.
Future skills would need to be developed in the emerging technology areas keeping inview the important foundational technologies fundamentally changing the nature of work.
Some of these technologies are Artificial Intelligence and machine learning; Robotic
Process Automation/hyper automation; Data Analytics; IoT/ IoT; Blockchain; Cyber
Security; Cloud Computing; Social & Mobile;3D Printing; Augmented reality/virtual reality/
extended reality (AR/VR/ XR); Digital content development simulators, digital twins,
Metaverses, etc.

•
•

24

Institutional Development Plan 2023-2028

6.

Center for
Curricular& Life Skills
Development(CCLSD)•

Development of centers that will continuously upgrade the curriculum and at the sametime incorporate 21st century skills in the credit system– which includes communication,
collaboration, creativity, problem solving, initiative, emotional stability, physical fitness,confidence to be at the world stage etc.

7.

Faculty/ teaching •
Staff
•
•
•

Full strength as per sanctioned post.
Qualified, Experienced, and committed faculty is an asset of the organization.
Regular upgradation of knowledge.
Focused on research activities and motivated students to get involved in research tocreate new knowledge or to do innovations.
SMEs from the industry may be engaged as teaching staff/trainers/instructors.
Be role models for students by providing appropriate guidance.

••
8.

Center for
Faculty
Development
(CFD)

•
•
•

Create new projects (aligned to COE), develop expertise and present in peer conferences
and created platform for continuous improvement.
Exchange/internship programs with industry to cross pollinate skills.
Facilities to learn from the best in the world, with appropriate tools for research as wellas tools for imparting new age education such as videography, games, AI, robotics,
metaverse, AR/VR to deliver content.

Non-teaching
staff

•
•

Appropriate non-teaching staff to support the organization.
Must have requisite qualification, experience for the relevant post.

10. Session wise
teaching plan•

Systematic planning in teaching and learning process is required which includes session
wise teaching plan and following such teaching plan.

11. Learningmaterial like
Study books•••

Relevant and updates course material and books.
To provide equal amount of essential information to all the students in class.
Essential to provide study books prepared as per the syllabus of the subject.

12. Question bank•

Question bank-to have a resource pool of all possible questions prepared as per theexamination pattern.
Such question bank eliminates the chance of asking questions out of the syllabus.
Question bank should be such that it enables evaluating the holistic learning of a student.

9.

••
13. Assignments

•
•

•
•

Relevant assignments of varying types and nature to be conducted.
This could include term papers, practicums, or assigning students with the task of preparing
answers for question banks.
The students are encouraged to work more by answering all question bank questions in
the form of assignments.
Periodic assignment submission with due date.
Internal assessment for these assignments for doing worktime bound manner.

14. Assessments

•
•
•
•

Timely and relevant assessments.
All kinds of assessment strategies to be used.
Mode of assessment could be online, offline, or blended.
Opportunities like on demand assessments, make-up assessments etc. to be given

15. Value added
skillsenhancement
Papers••

The syllabus is not restricted to core and elective subjects.
Provision of providing modules on general skills for enhancing the employability of thestudents by improving their professional knowledge.
can be introduced as skill development-based value-added papers should be offered as
separate papers and taught by industry or professional people in the field.

16. Pedagogy

•

•

•

•
•
•
•
•

The teaching – learning pedagogy should contain substantial amount of experimental
learning part related to their specialization trough either real environment or virtualenvironment.
Pedagogy should be an appropriate mix of traditional and modern methods.
Usage of technology must be encouraged.
Enhanced usage of blended mode of learning
Teaching learning material for PwDs to be made available.
Must be learner centric.

25

Institutional Development Plan 2023-2028

17. Other activities
as part oflearning

•
•
•
•
•
•

18. Earn while learn
facility flexibility•••

19. Flexibility andMultidisciplinarity•••

20. Opportunities
to develop &utilize Research& innovative
thinking skills.

21. International
Exposure•

Activities to support the overall development of students like sports, music etc. must be
integrated in the core curriculum.
Integration of these activities as core.
Proper assessment and weight age of marks to be assigned.
Develop additional skills with them by involving inculcating cultural and traditional skills
which enhances their design thinking ability.
Activities in teams or groups related to social work and social contribution moulds
good character and team working skills of the students and incorporates collective
responsibility in them.
These activities support all-round development of students and enhance their competency
and confidence in facing any challenges.

To support students who are from financially weaker backgrounds.
Earn while learn model has dual objectives: it gives working skills for a student withresponsibility, and it also supports financial needs of a student so that he
Need not depend on his parents for his pocket money.
The course design is multi-disciplinary in nature.
University has implemented UG/PG programs to suit the requirements of students at
various levels.
University has well defined policy for multidisciplinary research•

The UG & PG curriculum must allow students to explore and work independently on theirprojects/research under the guidance of their research guide.
Students are encouraged to work either individually or in a team.
Enhancing the innovative ability of students and increasing their competency andconfidence.
Academic support to raise knowledge, skills, attitude, and experience-based competency
to improve confidence in doing innovation.
Hackathons and other similar competitions are organized at regular intervels

•
•
•
•
•

Overseas Exchange programs
International Collaboration
Foreign Faculty(visiting)International Scholarships
International Conference•••

7. Development of Research and Intellectual Property Infrastructure
Research and innovation are at the core of the academic priorities of the University. Several strategic steps are in place
towards creating a rich, productive research and innovation ecosystem in the University over the next five years as
detailed below.
S. Types of
No. Intellectual
Property
Infrastructure1.

Details of Intellectual Property Infrastructure & Its Generation

Quality Research •
•
•
•
•

2.

Researchoriented
experienced
faculty members••

As a nascent University, faculty members are encouraged to submit project proposals tovarious funding agencies. Presently, 53.18 lakh sanctioned quality research projects areundergoing at the University.
Well defined research policy to facilitate research.
Eastablishment of Central Sofisticated Instrumentation Facility and research laboratories
to facilitate research.
Strategies are taken to optimize laboratory infrastructure to be shared for inter-disciplinary
and cross disciplinary research.
Planning to set up a research data center to facilitate basic and applied research.
Recruitment process promotes selection of research-oriented faculty members as they are
more research inclined and have the spirit to explore towards fruitful research outcomes.
Research incentive policy promotes the young researchers to excel in research andinnovation through various research promotional schemes of the University such as
allocation of seed money, incentives for paper publication, patent filing, sanctioned
projects etc. to strengthen University’s framework for intellectual property.

26

Institutional Development Plan 2023-2028

3. API based
facultycompensation•••

4. Targeted
research andcollaborative
research•••

5. More Ph.D.
Post-doctoral
researchscholars•••

6. More Faculty
members with
Ph.D.

•
•

The university adopts and implements Performance based Academic Score (PBAS
system) for up-gradation of faculty positions as per UGC API scoring.
The API based criteria increases the number of faculty’s participation in research andother extension activities.
API based compensation creates healthy competition among the faculty members andcontributed effectively in growth of the University.
The institution finds some new fields in several disciplines such as Biotechnology,
Environmental Science, Plant based research, Chemistry, Physical Science and helps thecompetent faculty members in such fields to do research through seed money scheme.
Research Incentive Policy provides monetary incentive to the faculty for publishing papers
in Scopus indexed journals (Rs. 5000 per paper) and filing patents (Rs.15000/)
RGU creates IPR cells to monitor the IPR activity of faculty members.
Every year the University gives timely advertisement for Ph.D admissions in various
disciplines and circulated through social media and print media to support the potential
applicants seeking Ph.D enrolment.
University recruitment policy provides autonomy to appoint more retired researchprofessors, only for the purpose of supervising research scholars.
Post-doctoral research programs will be initiated in next two years.
The University provides 50% waiver in Ph.D admission fee for internal faculty members toboost the proportion of Ph.D. holders amongits faculty.
Every year applications for guide ship are invited from eligible faculty members andrecognized them as Guide in URC to mentor the research scholars for Ph.D programmes
in addition to acting as teaching faculty.

7. Faculty•
encouragement
for Book
Publications,•
Research
Publications andPatents

The university has a Research Incentive policy to promote IPR contributors for students of
UG & PG, Research scholars, and Faculty members, to increase the intellectual property
rights (IPR) of the institution.
Incentive policy has all features to incentivize the faculty research publication, Book
publication and patents.

8. Moreconferences(At least two
conferences per
year per college•

Every year departments are allowed to hold seminars, workshop, or conferences witha nominal registration fee for research presentations of students, scientists, and faculty
members.
Through Collaborative seminar/conferences, University is trying to improve their
networking with other academic institution for future joint ventures.

9. Student
involvement in
Research•

10. Industry andinstitutional
collaboration &consultation

•

•

•

•
•

Every UG/PG curriculum has research-based project work in the final semester, which
students need to complete under the supervision of a guide.
The Royal Innovation Incubation Centre facility was created for students to showcase theircreative ideas and innovations.
Several MoU’S have been signed for collaboration-based research so that the university
can create IPR along with industry personnel. MoU with Industrial organizations such as
FINER etc. gives the opportunity to use industry research facilities by university personnel.
Industry-academia joint projects are under pipeline.
Strategies are taken to initiate industry sponsored research funding for viable departmental
projects for publications, patentability, and commercialization.

11. University•
Incubation center•

Royal Incubation Centre is set up in 2019 under MOE, GOI to assist students who want toestablish their own companies after graduation.
Any ideas generated while working on a project oraninternship are fostered and encouraged
as a business plan or by supporting Start-ups to initiate self-employment.

12. University
Publication
through its own
press

University has its own publication cell to has ten scholarly publications.
University publishes quarterly magazines, newsletters, Annual Report in e-copy pdf as wellas print copy.

•
•

27

Institutional Development Plan 2023-2028

13. Compulsory
patent claim
for UG & PG
projects in
Professional
subject areas•

University incentive policy motivates the undergraduate and post-graduate students toundertake project work which has scope of patentability and motivates them for filing
specially in professional courses.

14. Faculty Ranking •(Annual) system••

Faculty members generate a winning spirit and constantly strive for excellence when theirannual API rankings are announced, and they are graded according to different levels.
Faculty oversight at every stage can be reduced in such scenarios.
The system improves the overall environment of collaborative teaching and research in
the University.

15. Chief Technology •Officer (CTO)•

The appointment of Dean-Research/Director is under process who will be appointed tomonitor research activities more effectively.
However, Dean Academic office has been set up to monitor the existing research activitiesof the faculty.

•

University has set up IPR Cell to manage IP protection, licensing, and technology transfer
activities.
IPR Cell organizes various training programs to educate researchers and staff about
research monetization and IP protection.
The cell also provides clear procedure and guidelines for licensing and technology
transfer of any inventions by faculty members including royalty structures and licensing
fees.
The execution and timely completion of Internal & Externally funded projects are governedby university research policy norms and guidelines.

16. Research
Monetization•••

8. Development of Supportive and Facilitative Infrastructure
The University has imaginative and innovative development plans for creating several supportive systems andinfrastructures on the campus. While some of these facilities are already in place as detailed below, several others arein the process of being developed in course of the next planned period.
S. Types of
No. Emotional
Infrastructure1.

Accessibility/
Proximity

Details of Emotional Infrastructure & its Generation•

The Servant Leadership approach is adopted at the University where it is notabout just one individual but for all in the leadership team.
Religiously top-down approach is purpose fully avoided for all-inclusive
execution.
Every leader and authorities of the University makes himself or herself available
more in a pull-based than in a push-based manner as an open-door policy.

•
•

2.

Rich
Communication•

Real-time, use of in-house developed ERP for quick interaction within and at different
levels are encouraged. It ensures the message is understood as intended as well as
shaped as it emerges during the time.
Ear to individual concern in communication is of paramount importance as it builds
emotional confidence and support among the employees.
Everyone is motivated to engage and collaborate in the University and its overall
development. Cooptation is an essence for growth of the University.

•
•

3.

Role Model•

Top Leadership of the University has a shared vision of developing the university in aplanned manner with a strategic framework and identified key performance indicators.
Top Leaders are the role model for motivating & help in target setting to others torealize the vision of the University.

•
4.

Institutional
values (Core
Values)5.

Vision•••Wisdom,Confidence,Intelligence,
•
•

•
•
•

Creativity,
Determination, andTruthfulness

The essence of a vision is that it takes a long view of time and works in an opportunitybackward manner and not a constraint-forward manner.
University Vision is to offer nationally and internationally integrated opportunities tocreate global citizens.

28

Institutional Development Plan 2023-2028

6.

7.

Trust
among
stakeholders andoutsiders•Institutional
Tradition Rituals

•

•

•
8.

Alternative
strategy &Support Network

•
•
•

•

9.

Goal setting forevery student

•
•
•
•

10. Safety & Security••

11. Searchforproximity(Localfriends.
Local food, local
culture)•••Sense of ownership, commitment and contribution to the University system is core foroverall development among all stakeholders.
It exudes confidence, trust and mutual respect for development and growth.
Commitment to the University growth, spirit of following and adhering to Indian culture,ethos and traditions, human values, spirit of oneness and conscious contribution to
the University and its Individual are few of the institutional values and system as auniversity culture are cultivated bythe seniors of the institution over several years.
It brings together individuals for collective growth and development.
University promoters and all stakeholders must ensure that the vision with which
the University was established must fulfill its commitment to long-term growth anddevelopment.
Alternative arrangement of resources to be provisioned even by including all its
stakeholders.
All facilities including Hostels, food and mess services, transportation, quality faculty
members for active teaching and learning, conducting exams and announcement of
results, training, and placement of students in time are very essential in anacademic
environment to attain academic excellence.
University must make and ensure that alternative strategies and support system are inplace for continued works towards the vision and mission.
University has a dedicated Center for Corporate Relations that ensures students musthave a proper Career plan, with desirable and attainable goals for a successful career.
The system of buddy mentoring supported by Faculty mentors ensures that every
student works towards their defined career goals.
Regular training, internships, live projects, workshops, and motivations talks makethem relevant even in the changing times.
Center for career counselling, coaching and guidance prepares them for professional
careers.
All round central surveillance and security system in the university gives priority inproviding safe and secure ambiance to every student.
Fire Extinguishers, manned guards, CCTV surveillance and monitoring, bio metricattendance and online mobile applications are few initiatives of the University for every
one’s safety and security.
Active Dean Students Welfare office makes sure that onboarding experience of all the
freshman are meticulously planned with Deekshaarambh induction program.
University has created active and vibrant campus life for each student and provides afeeling of home away from home, it is for the students and by student driven activity andinvolvement in co and extra curricular activities.
Regular exposure to various cultures through events makes them part of the larger
group.

12. Comfortability but
need not luxury•

Active campus life is of utmost importance in the University. Basic facilities for
comfortable housing, healthy foods with nutritional values, hygienic living conditions,sports facility for physical well-being ensures comfortable lifestyle for each student.

13. Legacy of thesystem•University believes that each student should be rooted in the culture that brings themcloser to their traditions and ancient wisdom.
Regular programs celebrating one’s festivals and culture are organised to bring thespirit of Unity in Diversity while appreciating and celebrating it.
Well laid structure and organogram is the basis of creating robust and agile system in
the University.

••

14. Respect &perception about
the organization•••

A positive outlook, happy and healthy work culture, proactive outlook towards theorganisation ensures overall well-being.
Sense of belongingness and co ownership will bring growth and development to the
University.
The onus lies on the management, faculty, staff, and students at the University. The
positive approach and perception in the University plays a dominant role.

29

Institutional Development Plan 2023-2028

15. Openness
in terms of
information•••

15. Openness
in terms of
information•••

16. The Ability of the •institution to fulfill
the promises•
17. Accountability
measures•••18. Mental Health••

University believes in complete and total disclosure of its system, process, and procedure.
Openness and transparency in doing day to day affairs of the University is key to its
growth.
Admission process, academic teaching-learning, examination and evaluation system,
research & publications, leave policy, human resource practices, finance, andinvestments, are some of the important issues within the University system that is readily
available for perusal.

University believes in complete and total disclosure of its system, process, and procedure.
Openness and transparency in doing day to day affairs of the University is key to its
growth.
Admission process, academic teaching-learning, examination and evaluation system,
research & publications, leave policy, human resource practices, finance, andinvestments, are some of the important issues within the University system that is readily
available for perusal.

Working towards the Vision with clarity, dedication and provision of resources ensureslong term growth and creates a cushion against any unforeseen event. It creates theability to sustain any failures and bottlenecks.
It helps in establishing goodname and reputation in short spanof time.
A fair, accessible, and accountable system to measure the contribution of every
stakeholder.
University has a mechanism to measure and reward for positive contribution in formof incentives, and warnings with no incentives during annual evaluation and appraisal
process for every employee.
Clear, fair, just and equitable policy is laid out with identified accountability andresponsibility.
The University ensures that students are in good mental health with overall well-being.
Facilities like clinics, career and psychological councilors, clinical counsellors, doctors
are available in the University to support students from mental and emotional breakdown
during the course of study.

9. Development of Various Types of Infrastructure for Networking and Collaboration
The University has strategic plans for creating an ecosystem that will facilitate academic collaboration for research,innovation, student diversity in terms of collaborative multi-institutional teaching -learning facility, cultural exchanges,
etc. Some components of this ecosystem are in place and the others are being explored in a planned manner as detailed
out below.
Sl. Types of
No. Network
Infrastructure1.

Collaborations–
Horizontal,
Vertical &Diversified

Details of Networked Infrastructure & Its Creation

•
•
•

•
•
•

MoUs with Federation of Industry & Commerce of North-Eastern Region (FINER), which
tie-up with various Industries benefit various discipline of RGU students and faculty
members.
MoUs signed with other Institutes of National Importance such as Indian Institute ofTechnology (IITG), CSIR-North East Institute of Science and Technology (NEIST), Jorhat,
DR. Bhubaneswar Borooah Cancer Institute, Guwahati Biotech Park (GBP), etc.
MoUs with Universities Sri Sri Aniruddha Deva Sports University, Assam Agricultural
University (AAU), Indian Institute of Management Indore, National Institute ofPharmaceutical Education and Research (NIPER). 39 MoU signed with various collegesof the States of Assam and various exchange activities are undertaken.
Various awareness programs for social causes are undertaken through partnershipventures with NGOs such as Snehalaya-Child Friendly, Pratishruti Cancer and Palliative
Trust, Shristie etc.
MoUs with research bodies and Think Tanks –specialized inputs.
Collaborations with the Rural and Urban Local Bodies and communities under Unnat
Bharat Abhiyaan (UBA) are undertaken through village adoption and conducting various
activities for their upliftment. RGU adopted 5 villages-Deuchutal, Pamohi, Tetelia,
Pubboragaon, Ganeshpara in the Kamrup District of Assam.

30

Institutional Development Plan 2023-2028

2.

Alumni
Association &Networks

•
•
•
•
•

3.

Industry
Integrated
Collaborations

•
•
•
•
•
•

•

4.

Academic
Integrated
Collaborations

•
•
•
•
•
•

5.

Research
Collaborations

•
•
•
•
•

6.

Consultancy
Collaborations•

The university has a registered Alumni Association with 7000+ active members.
Alumni connect programs are periodically arranged during the academic year in various
forms like student orientation programs, convocations, annual alumni meet etc.
Various domain specific alumni are invited to lectures. Seminars, Research workshops
etc.
Presently Alumni account is created with nominal voluntary contribution and not utilized
for funding for research and infrastructure. However, the present alumni contribution isused for some activities such as awareness programs, student welfare etc.
Alumni are included in various committees of the University as important stakeholders fortheir valuable input, feedback and suggestions.

Royal Centre for Corporate Relations (RCCR) takesthe initiative to build relationships
with industries and corporate through departments for industry-based internships andapprenticeships which may provide for captive placements.
Industry-academic partnerships are developed by including experts from Industry in BoS
during design of curriculum, course structure and content across the different disciplines.
Curriculum is revised and upgraded with components of future skills and emerging areasof employment applicability.
Faculty members are encouraged to undertake joint projects industry/academia to meettheir area of interests for a win-win situation.
MoUs are signed and are in pipeline with industries to create human resources as per the
dynamic needs of the industry.
Strategies are undertaken to develop industry-academia interaction by inviting as experts/
resource person in various hands-on skilling training programs, workshops. Course
curriculum is designed and revised in consultation with industry persons to incorporate
practical industry skill component.
RCCR is actively engaged with placement collaborations and organizes placement drive
for aspiring students in their final year.

RGU initiates its collaborations with reputed academic institutions such as O.P. Jindal
Global University to mentor in their core competency related academic areas for coresearch, co-curriculum design, etc.
Faculty-exchange, student-exchange programs are under process the collaborating
institutions.
Synergy for dual degree programs, research internships.
Specific MoUs are signed with domain specific institutions to facilitate training/internshipsof students such as Nursing, Pharmacy, Biotechnology, Microbiology, MBA, Architecture,Engineering etc.
To promote International Collaborations in research and academic relations, MoUs are
signed with Mendel University, Sun Moon University,and a few others.
All MoUs are made functional through usage of each other’s workshops and Labs andcommon On-the-Job-Training arrangements.

Collaborating with reputed research organizations by mapping their research domains
and joint project proposals are submitted for fruitful research outcomes having societal
impact.
University is planning to set up a research databases Centre of its related publications
and information sharing will be done to have access to better data sources and researchmethodologies and tools.
The university library has subscribed to DELNET, INFLIBNET, JSTOR and created cloudspace to share library resources that are made accessible to users even from remotelocations.
Research Collaborations are conducted among researchers of one Institution with theother institution for joint research ventures for betteroutcomes.
Faculty members are motivated to submit International Research Projects under DST,DBT twining projects etc.

The university introduced consultancy holiday for 2 years to promote Faculty-based
consultancy as this brings in additional revenues as well as makes the faculty up to datewith contemporary industrial and client practices.

31

Institutional Development Plan 2023-2028

7.

Placement
Collaborations•

Consultancy policies are in place to attract faculty members for undertaking industrybased consultancy projects with a view to improveupon industry-institute relationships
and networking. No charges are imposed on faculty for such consultancy revenues.

•

RCCR is constantly engaged to develop networking with local,national, and international
companies through MoUs and through other corporate affairs to provide training,internship, and campus job placements.
Student placement coordinators are selected from each graduating batch to assist inplacement activities.

•
8.

Collaborations
for studentsEarn While
Learn model•

University has introduced Earn while learn policy for financially weaker sections ofstudents to provide them financial support in completing their degree.
The policy allows flexibility to students to undertake such opportunities by allowing
themto earn after class hours.
RCCR provides support by providing industry contacts to such job seekers.

•
•

9.

Collaborations
with NGOs &Social service
Organizations•

The Dean of student welfare and social work department actively engaged in various rural
outreachprograms through fieldwork, awareness programs, case studies etc. Faculty
and students undertake rural participatory activities to sensitize community people forsocial upliftment.
University also promotes Govt. initiatives by partnering with their activities such as Unnat
Bharat Abhiyan(UBA), National Service Scheme(NSS), etc. forthe same cause.
Operating on technical and non-technical areas such as capacity building, extension
services, product development, and usage for the betterment of the catchment area.
The curriculum allows students to undergo case studies or rural internships with a view
to developing rural projects for Govt. attention.
Various activities are aligned with an intention of partnering with local, global, andnational NPOs, NGOs, development organizations, etc. for the identification of key areasof development in the vicinity.

•
•
•
•

10. Membershipwith National& International
Accreditation
bodies for
Quality
Credibility•

The University takes utmost priority to prepare and participate in accreditation andRanking for its quality recognitions.
IQAC has implemented various NAAC Benchmarking to improve its quality of standard
in various teaching programs.
University took the possible measures to improve their educational infrastructure fromaccreditation point of view.
Various social media promotional initiatives are undertaken to increase the brand valueof the University.
Quality assurance cell is strengthened to implement quality standards in teachinglearning process as per NAAC frameworks.
Bloomstaxonomy-basedalignment of coursesarein place to meet the requirement ofinternational accreditation

•
•
•
•
•

11. Startup
Network
Infrastructure•

The universityset up the Royal Incubation Centre in 2019 to support start-ups acrossvarious domain specific Programmes.
Various funding agency support, sponsors support is extended to track the progress ofthe startups.
Ideation boards and networkworkshops are organized for boosting startups.
Digital Infrastructure is in place and constantly upgraded to support startups.

•••

10. Development of Effective Governance Structure

Although the University has built its basic governance structures – both statutory and executive, in concordance with thelaid down rules, regulations and the guidelines of the University Grants Commission, there are evolving innovations inthese structures as briefly listed below.
S. Types of
No. Infrastructure

Details of Its Usage

1.

•
•
•
•
•
•

BOG/Senate/
Syndicate

Governing Body
Academic Council,
Board of Management
School and Departmental Board of Studies,RGU Alumni Association
Advising framing and monitoring the progress with respect to roles and responsibilities.

32

Institutional Development Plan 2023-2028

2.

Quality
Assurance

•
•
•
•

3.

Financialautonomy

•
•
•

4.

Leadership

•
•
•

5.

6.

Vision, Mission
and Roadmap
for the Higher
Educational
Institutions•

External
Advisory Board

•

•
•
•

•
•

7.

8.

Close monitoringby IT/Web-based
Management
Information
System•Risk
Management
Analysis

•

•

•

9.

Student
Feedback••••

Fully Functional IQAC
IQAC is responsible for NAAC Accreditation, NIRF, QS Ranking and details of AISHE on
yearly basis.
Processes and procedure to capture various aspects of academic, administrative andgovernance of the University.
IQAC has defined deliverables and outcomes to measure the progress in each academic
year.
University strives for self-sustainability in terms of total resources required and neededfor operational flexibility and academic excellence.
Exploring and tapping external revenue sources through alumni endowment funds,
sponsorship through Industry and corporates, even though Individuals for supporting
economically challenged students of the University.
Creation of Chair for Research in specificareas in different departments and schools of
the University.
Servant Leadership
Strategic direction from the top management for attaining the vision and mission of the
University.
Specific goals with laiddown objectives and targets at different point of time in the courseof time spanning up to five years.
A well Drafted Vision and mission statement and document of the University shared withall the stakeholders for collective effort towards attainment.
Shared Vision through detailed discussions with stakeholders.
Short, Medium and Long-Term (2, 5, and 10 years) Plan document
Template with SWOC documents will be designed by Dean and HODs for Road map
preparation with attainable goals.
Each School establishes an advisory board consisting of external members in the formof prominent industrialists, academics, and government officials to advise on the affairsof the Department and School.
The board is to meet at least once per semester.
This ensures that best practices are being brought in teaching and learning at the
University.
A well-structured ERP and LMS are in place that supports real time feedback from thestudents during and at the end of the semester. Stakeholders’ feedback istaken forbringing qualitative changes in the system and process Guidelines issued by UGC, andAICTE from time to time are kept in mind for uniformity.
Robust Academic monitoring and evaluation system is in place where digital classroom,
IT integrated facility, real time recording, and video conferencing for bringing opportunityof varied learningonpriority.
The university, through its estate office, maintenance and finance department haveyearly meetings with insurance company representatives to discuss coverage and time
for mitigating risks.
All regulatory as well as safety management requirements are fulfilled through AMC’s.
Faculty and Staff Insurance Coverage, Hostellers General Insurance, Fleet Insurance,
Bio Medical Waste, Wet and Dry waste
Regular 360 Degree feedback for all faculty and consistently monitor and act upon theobservations.
Online Student Feedback System is in place that is collected at the end of each semester.
Once feedback is collected the same is shared to the Heads and Dean for any corrective
measure for improvements if any in discussion with the faculty members.
collection at source and related insurance coverage all are part of Risk Management at
the University.

11. Development of Mechanisms for Financial Independence, Stability and Funding Models
Requirements
The University has robust mechanisms of financial management grounded on the basic tenets of transparency andaccountability. There are also strategies for building sound and sustainable mechanism for generation of revenue andfund. These are briefly presented below.

33

Institutional Development Plan 2023-2028

•S. Types
Theoffinancial policiesshalloutlinetherolesandresponsibilitiesofvariousschools
and departments including
Details of Financial Infrastructure
important
offices in the university and their requirements of financial assets.
No. Financial
Infrastructure1.

Financial
Policies•

The financial policiesshalloutlinetherolesandresponsibilitiesofvariousschools anddepartments including important offices in the university and their requirements offinancial assets.

2.

Action Plan
and Budgets••

Finalize Action Plan based on the proposed IDP prepared by the University.
Budget line items (Income: fees, grants if any, research projects, endowments,
CSRfunds,donations, etc., Expenses, salaries, utilities, maintenance, etc.)
Budgets are prepared school, department, and University wise for assessing andidentifying sources and utilization of funds.
The Finance office clearly states responsibility, milestones, andtimelines for each activity
that are undertaken at the University.
The budgets of the University are normally prepared for a financial year. It also states thesources of revenue and utilization of funds for 3 to 5 years.
Details of capital as well revenue expenditure is part of annual budget, Imprest Money
given to meet day to day operational expenses of the important offices of the competentauthorities of the University.
Revisions to the budget to be approved only after a meeting and discussion with thebudget committee in the Board of Management and Governing Council of the University.
Planning of recurring and non-recurring expenditures for each department. Consumables
are included in the annual budget.
Separate budget for Non-Recurring and Recurring expenditures.
Finance Office is responsible for preparation, monitoring, and evaluation of the annual
budget.

•
•
•
•
•
•
•
•

3.

Main sources ofrevenue to be
developed

•
•
•
•

4.

Close liaison
with GOI
ministries/
agenciesandothers forfundingand
Access toexternal grants
andfunding

•

•
•
•

5.

IRG scheme in•each department••

6.

Financial/
Investment
Committee••

Tuition fees from the students arethe important source of revenue.
Government grants in terms of research and project support are specific in nature, meantspecifically for projects and departments.
Faculty members earned projects and consultancy fees on the sponsored research anddevelopment projects from the Government and private/corporate sector.
Alumni Endowments, philanthropic contributions, and other income like CSR, royalties on
intellectual property (IPR)/patentsetc. are another source or revenue but not a major one.

The university has set up an Interdisciplinary Research Centre for promoting research
culture as well as supporting all schools and departments. Dean Research andInnovation are equipped to manage the research funding and grants for inculcating
research Ministries of the Government of India offer Projects/Research Projects forHigher Educational Institutions that can be tapped for bringing projects.
Detailed application proform a for financial assistance isissued by different ministries thatcan be used for application.
Deans and Heads of each school and departments are encouraged to bring research
grants from different government and non-government agencies.
All Schools and Departments are accountable to apply for research grants. This will also
be the part of annual appraisal and evaluation of their performance
The university has prepared comprehensive plans seeking opinion from all schools tohave a mechanism of Internal Revenue Generation Scheme by Commercial Utilizationof existing facilities.
All schools and departments are suggested to prepare documents based on their strength
so that external agencies and bodies can be roped in for funding purposes.
Revenue through consultancy projects by each Department are proposed to be enhancedby tapping relevant opportunities.
A financial/investment committee is responsible for making decisions regarding theinvestment and reinvestment of funds, purchasing, and selling securities belonging to theendowment, or other long-term university assets, as well as pre scribing and approving
investment policies for university investment agents.
University proposed that this will become an additional source of revenue from the funds
that are lying unutilized by the University.

34

Institutional Development Plan 2023-2028

7.

Staff providing
financial services

University Finance team including a finance officer, chief investment officer, treasurer,
assistant treasurer, accountants, clerks, data entry associates, CA, etc. are important forrecording, book keeping and efficient financial management of the University.

8.

Software/Technical
support•

University has its own in house developed ERP system that manages and controls
through efficient payments, settlement, and clearing system on timely basis.

9.

Internal Audit
department•

The university has its own Internal Audit team that assists university officials in
fulfilling their responsibilities effectively.
Any deviation from the set process and practice are managed efficiently and that
reduces loss and wastage of resources.
University Internal Audit examines and evaluates (a) systems of internal control andtheir related accounting, financial and operational policies, and(b) procedures formonitoring and reporting financial and compliance data.

••

12. Development of Ideal Research Ecosystem
Illustrated below are the functionalities that are essential conduits to building an ideal research ecosystem.

12.1 Research Offices
The University had setup structures since inception where these functionalities are housed to create a holistic androbustre search ecosystem. The University PhD Cell along with University Research Cell monitors the registrations,progress and award of research degrees for the scholars enrolled in different departments and schools.
Structures such as Research Offices, Industry Liaison Offices, and Academic Scholarships are managed throughAcademic Offices that house the officers that cater to these functionalities. These structures play crucial roles
in research universities, supporting research initiatives, fostering partnerships between academia and industry,and securing the necessary financial resources to support the university’s mission and goals. These offices work
together to create a supportive environment for researchers, promoting new age research, innovation, assist in
publishing and award of patents for academic excellence.
Research cell, also commonly known as PhD cells,are vital for monitoring and progress of research in theuniversity. Research Cellis responsible forpre- and post-grant activities, supporting and promoting research
initiatives, and ensuring that research is conducted in an ethical and compliant manner. The following are the roles
and responsibilities of the offices, viz.
•••

Pre/Post Grant Support: Help researchers identify funding opportunities, assist in writing grant proposals,
secure funding for their research projects, and assisting funds utilization.
Compliance and ethics: Research cells ensure that research is conducted in accordance with ethicalprinciples and regulatory requirements. They provide guidance on research ethics and ensure that
researchers are aware of the policies and procedures relatedto conducting research.
Research dissemination: Research cells play an important role in disseminating research findings
to the broader academic community and the public. They may organize conferences, workshops, andother events to showcase research, and they may also assist researchers in publishing their findings inacademic journals.

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Administrative Support: Activities pertaining to infrastructural support, ensuring an effective system of institutional
communication, adequate hiring, and maintenance of quality pertains to administrative support that the research cellprovides. Research colloquium for scholars, progress seminars, bi annual review and feedback and suggestions forproper drafting of the research work plays an important role in the life of scholar.
12.2 Royal Centre for Corporate Relations: Industry Liaison Office
The University has a very robust centre for corporate relations as an Industry liaison office. It plays a very importantrole in supporting research within the university. It serves as the bridge between academia and industry, facilitating
partnerships and collaborations between researchers and industry partners. Its roles and responsibilities include:
Foster industry partnerships: Centre for corporate relation offices work to establish partnerships between
researchers and industry partners, leveraging their expertise to support the development of new cutting-edge
research and technologies.
Transfer research into practical applications: The Centre for corporate relations helps researchers to interact
with the industry and help them translate their findings into practical applications, such as new products, services,and technologies by facilitating interactions with the industry experts.
Promote innovation Centre for corporate relations promote innovationby supporting the development of new
products and services and fostering partnerships between academia andindustry.

12.3 Fundraising Office
Fund raising offices play a critical role in securing the financial resources necessary to support research initiatives,
students, and the overall mission of the university. The primary responsibilities of fundraising offices include:
Soliciting donations: Fund raising offices solicit donations, corporations, and foundations, raising the necessary
funds to support research, students, and university programs.
Stewardship: Fund raising offices are responsible for stewarding donations, ensuring that they are used inaccordance with the donor’s wishes and for the purpose for which they were given. University encourages individuals
with a view to support economically weaker students and help them in their academic endeavors.
Relationships: Fund raising offices are responsible for building and maintaining relationships with donors, providing
updates on the impact of their gifts, and managing them in the life of the university.
Alumni Networking: The University has a registered Alumni Association with well drafted objectives that include
creating and maintaining relationships with Alumni, curating outreach programs, conducting alumni meets, and fundraising events. A strong alumni association plays a very dominant role in the growth of the University.

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Institutional Development Plan 2023-2028

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Five Year Strategic Plan2023-2028

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Institutional Development Plan 2023-2028