INSTITUTIONAL STRATEGIC PLAN

Malnad College of Engineering, Hassan

Submitted for fulfilment of Criteria 10.1.2.

Availability of the Institutional Strategic
Plan and its Effective implementation and
monitoring
SAR-NBA
 Executive summary
Malnad College of Engineering (MCE) is an Engineering college located in the city of
Hassan, Karnataka state, India. It was established in 1960, during the second 5 year plan of India, as a
joint venture between the Government of India, Government of Karnataka and the Malnad Technical
Education Society, Hassan. The institution made its humble beginning with three basic branches of
engineering, during the course of time with the technological developments the institution embraced
nine branches of Engineering to its fold. Further, the institution added six PG programmes to its fold
over the years. Since inception the college was affiliated to the University of Mysore but later got
affiliated to Visvesvaraya Technological University, Belgaum. In 2007, the college was granted the
status of an autonomous institution. The institutes 80% of the programs got accredited twice during
2003 and 2008. The institution is continuously striving hard to accommodate research activities in the
campus along with quality engineering and technology education. The institution is also engaged in
interaction with Industries, Educational Institutes, Research organizations and Universities both in
India and abroad. To cite a few of them, Bosch Rexroth, Mercedes Benz India, NIT Suratkal
Karnataka, IIT Mumbai, MCF- ISRO, North Dakota State University-USA. The institution is a
recognized center for world bank assistance under TEQIP in both phase-I and phase-II.

The college received the ISTE Award as one of the best engineering colleges in the country,
in 2007. The institution stands at 25th position in the assessment of government technical institute at
national level by DATA QUEST during 2013-14 and position improved to 21 during 2014-15 and
further moved upto 16th position in 2015-16.

The MCE Planning Model:

Institutions of higher education are driven to engage in strategic planning by a variety of critical
forces, both external and internal, to their environments. The forces driving the MCE's 2017-2022
Strategic Plan for the Institution Malnad college of Engineering include, but are not limited to, the
demand for higher education that is fuelled by the economic progress and high unemployment;
changing demographics; and the need for a workforce that will enable this region of Karnataka and
Karnataka state to maintain its competitive edge on the national stage encompassing Technology and
Engineering.
The MCE 2017-2022 Strategic Plan is grounded in the following best practice principles:
1. Effective strategic planning requires identifying and implementing strategies that will move
MCE to a better desired future as an educational institution on the southern-Malnad region in the
state of Karnataka, nationally, and globally.
2. Strategic planning is not a “once-and-done” event. It is a continuous process involving
planning, implementing, assessing outcomes and using results and lessons learned for further
planning and revision and/or modification of strategies.
 3. Measurement and/or assessment are key to strategic planning. Therefore, identifying key
indicators for sub-goals and identifying responsible divisions/units will ensure effective monitoring
and evaluation of outcomes.
4. The Institution should focus on a few but bold sub goals and strategies. Resources, including
funds and time, are limited. Therefore, prioritizing of strategies and focusing on those that have the
potential of being game changers are critical.
5. Since the execution of strategies is at the department or unit level, the strategic planning
process has to be participatory to ensure shared vision, as well as shared ownership of and
commitment to the plan by stakeholders throughout the Institution.
The strategic planning process uses methodical approach to engage in systematic and
comprehensive assessment of the annual MCE strategic operational plan. Goals and sub-goals are
carefully tracked; and reports are regularly disseminated to assist faculty, staff, and administrators in
using data-driven decision making and to mapping progress.
The 2017-2022 Strategic Plan represents the collective effort of administrators, faculty, staff,
students and community stakeholders. The process began when the Strategic planning Committee is
identified in the institution. Strategic planning Committee aligned department/unit goals with the
MCE goals and themes. Every member of Strategic planning Committee worked diligently to add
sub-goals and strategies. The Strategic planning Committee built consensus on sub-goals and
strategies, shared the first draft for feedback from stakeholders (e.g., faculty, staff, students, alumni
and strategic partners) and prepared a final draft.
MCE Strategic Plan 2017–2022 identifies the following targets:
• Develop, strengthen, and implement academic programs that are responsive to the MCEs
mission and are systematically reviewed for sustained quality, relevance, and excellence to
meet the challenges of a highly competitive and global workforce.
• Enhance institute infrastructure to accommodate increase in intake, research, economic
development, technology development and transfer; contribute to an enhanced quality of life
in the region; and facilitate sustainable domestic and international economic development
and competitiveness.
• Promote and sustain a campus environment that supports a high quality of life and learning,
that positively impacts retention through graduation and produces knowledgeable and
culturally competent citizens able to lead effectively and compete globally.
• Improve academic interaction and participation of institutes / universities of national and
international eminence in order to facilitate learning, innovation and research.
• Continuous and involved participation of MCF-ISRO in teaching learning process and
research leading to joint mini and micro satellite mission with the participation faculty and
students.
About MCE
Malnad College of Engineering (MCE) is an Engineering college located in the city
of Hassan, Karnataka state, India. It was established in 1960, during the second 5 year plan of
India, as a joint venture between the Government of India, Government of Karnataka and the
Malnad Technical Education Society, Hassan. The institution is affiliated to the Visvesvaraya
Technological University, Belgaum.
The college is built on a campus of about 41.28 acres (180,000 m2) and is
a technical education center. The college received the ISTE Award as one of the best
engineering colleges in the country, in 2007.

History
The Malnad Technical Education Society® came into existence during 1959-60 with
the help of philanthropist and educationist of this malnad region. Late Hon. Shri Chandappa
Patil, Indian Administrative Service (IAS) officer was the brain behind the setting up of
Malnad Engineering College, Hassan. He was the Hassan District Commissioner then. The
Coffee Planters around Hassan district, local farmers and many others contributed financially
to make this college a reality. Mr Chandappa Patil, was a gentleman of humble origins. He
was the first graduate from his village and had a vision to bring education to the masses in
Karnataka, however remote the place was. This was his first venture among many more in
establishing a good education system for the state of Karnataka.
The institution made its humble beginning with three basic branches of engineering
viz. Civil, Mechanical and Electrical Engineering. During the course of time with the
technological development the institution embraced nine branches of Engineering to its fold.
Further, the institution added six PG programmes to its fold over the years. The college was
affiliated to the University of Mysore but later got affiliated to Visvesvaraya Technological
University, Belgaum. In 2007, the college was granted the status of an autonomous institution
from UGC. The institution is continuously striving hard to accommodate research activities
in the campus. As a result, all engineering branches have been identified as research centres
under VTU. The institution is constantly striving hard to enhance its interaction with industry
and research organisations. It has resulted in good number of MOUs. To cite a few of them,
MCF, ISRO at Hassan, Bosch Rexroth and Benz. The institution is also engaged in
interaction with Educational Institutes and Universities both in India and abroad. To cite a
few of them, NIT Suratkal Karnataka, IIT Mumbai, North Dakota State University-USA.
 The institution is recognized center for world bank assistance under TEQIP. The
institution have received grant of Rs 7.80 Crores (2003-2008) in Phase-I and identified as one
of the better performing institute. The institute have received grant of Rs. 12.5 Crores Phase-
II(2009-2016). During TEQIP phase-II institute have organized more than 25 student centric
skill development program and more than 40 Faculty Development Programs.
History of NBA connected to UG programs of MCE: The institution is making its
continued effort to meet and improve the academic standards. In order to establish the same
the institution applied for NBA accreditation for all eight eligible UG departments/programs
during the year 2003. Out of eight programs Civil engineering department accredited for
Five years and remaining branches of Engineering for three years. Further, during 2007-
08 the institution applied for NBA accreditation for the second time to seven UG
departments/programs except civil Engineering department along with Information science
and engineering as eighth. Out of eight programs seven programs accredited for Three
years and remaining one program not accredited which was applied for the first time.

Academic units and programs

MCE offers undergraduate Bachelor of Engineering (B.E) programmes in nine disciplines, namely:

• B.E in Automobile Engineering

• B.E in Civil Engineering
• B.E in Computer Science and Engineering
• B.E in Electrical and Electronics Engineering
• B.E in Electronics and Communication Engineering
• B.E in Industrial and Production Engineering
• B.E in Instrumentation Technology
• B.E in Information Science and Engineering
• B.E in Mechanical Engineering
There are postgraduate courses in six disciplines, namely:

• M.Tech in Digital Electronics and Communication Systems (DECS)

• M.Tech in Computer Applications in Industrial Drives (CAID)
• M.Tech in Computer Aided Design of Structures (CADS)
• M.Tech in Electrical Energy Systems (EES)
• M.Tech in Industrial Automation and Robotics (IAR) and
• MCA (Master of Computer Applications)

Salient features of the campus:

• A serene location with good academic ambience
• Individual Departments with well equipped Laboratories and Staff rooms
• Three Hostel Blocks for boys and one for Girls
• A well established and spacious Central Library
• A green campus with rain water harvesting and solar street lighting
• Wi-Fi campus with 100Mbps leased line
• Yoga and meditation centre
• De-mineralization Plant for Drinking Water
Library
The college has an exhaustive library with more than 93429 volumes and has a well
furnished Reference section. The library subscribes to national and international journals in
print and on-line versions in various fields of Science, Engineering and Technology. E-library
facility is also provided to the fellow students for the access of online journals. In addition to
this, each department has an In-house library.

Central Library- Resources

• Total collection of 93429 Volumes (including Book Banks) with 20364 Titles
• E-Learning materials through consortium and resources via CDs
• Encyclopedia, Handbooks, Dictionaries, Bound volumes of Periodicals, Student
Project Reports
• Subscription to National print & IEEE, ASME and ASCE, ACM International on-line
technical journals
• Internet Facility (15 systems)
• Reprographic Facility

Hostels
The college has a boys' hostel on the campus that accommodates 750 students. A girl's
hostel located very close to the campus accommodates 220 students.
Sports
Malnad College of Engineering is the only Autonomous college to introduce sports as 2
credit course in the first year. College has most sports facility including swimming pool,
wooden floor shuttle Badminton court and state of the art gym in addition to all the outdoor
games. Students participation in university level and state/national level is exceedingly good
and have won medals and appreciation.
Other facilities
The facilities in the campus include a branch of Syndicate Bank, a RO plant to supply
drinking water, wi-fi facility to the entire campus and hostels, a cooperative society, a
canteen, a meditation centre-DIVYA CHAITHANYA, an auditorium with a sitting capacity
of 2000, a modern gymnasium and a swimming pool, language lab and browsing centre.

Student organizations
Technical clubs
• The Malnad Technical Club
• Science Association
• Society of Automotive Engineers India - MCE chapter
Cultural clubs
• The Literary Club
• Leo Club
• MCE Cultural Club (Abhivyakthi)
• SPICMACAY - MCE chapter
Service clubs
• Malnad Eco Club
• Rotaract Club
Annual events
• Foundations - A district level techno-fun festival organised by The Malnad Technical
Club during odd semester.
• Jamboree - A cultural fest organized by the Leo Club during the odd semester.
• Saviskaar - A cultural fest organized by The Malnad Technical club during odd
semester for first year students.
• Malnad - Annual college fest organized by the Literary Club during the even
semester.
• Enigma - A state level technical fest by The Malnad Technical Club during the even
semester. (www.malnadtechnicalclub.org)
• Eternity - Conducted by Malnad Eco club during the even semester.
• Scientia - A Science fest organised by The Science Association during even semester.

Other events
 Reflections Katalyst
Pinnacle Tussle
Chiguru Gamedome
Smart

College Magazine: Prakamya (Biennial)

Notable alumni:
• Mr.Manu R Sale, 1995,E&C, CEO of Mercedes Benz.
• Mr M.D. Ranganath,1984,E&C,CFO of Infosys.
• Mr Charan Raj, 2005, Mechanical Engg., Music Director and Composer
• Mr Giri Devanur, 1991, Entrepreneur & CEO at Ameri100
• Mr Javagal Srinath,1986(admission),IT, Former Indian Cricketer
• Mr Sudhir Shivaram, 1993, Indian wildlife photographer and entrepreneur
• Dr.Udaya Parampalli, 1985, Associate Professor, University of Melbourne, Australia
• R.H. Muralidhara, 1983, Mechanical Director of Defence BEML
• Dr. Karisiddappa, 1982, Civil Engineering, Vice Chancellor, VTU, Belgaum
• Sathish Kumar S,1982, Mechanical Engg., Director CMTI-Bangalore.
• Dr. S V Sharma, 1985,E&C, Deputy Director-ISRO Bangalore.
• Dr. Subramanya Udupa, 1985,E&C, Deputy Director-ISRO Bangalore.
• Dr. K N B Mutrthy, 1980,E&E, Vice Chancellor PESU- Bangalore.
• Dr. Shankapal, 1982,E&E, Vice Chancellor MSRUAS- Bangalore
• Dr. Harly Moreeas,1976,Chairman, Fab Technologies International Ltd.
• Dr. Sundresh s Heragu,1982, Regecant Professor, Oklahama State university, U S A
• Mr. Dhananjaya Joshi,1986,COO of Bharti Infratech Ltd.

Team Members of Institutional Strategic plan committee

Chairman-ISP: Dr. K.S.Jayantha, Principal
Members: Dr. M S Raviprakasha, Vice-principal
Dr. V.N.Narayana, Dean(AA), Department of Electronics and Instrumentation Engg.
Dr. H.S. Mohana, Former Dean(AA), Department of Electronics and Instrumentation Engg.
Dr. H.N.Suresh, Former HOD, Department of Electrical and Electronics
Dr. M.K. Partha, HOD, Department of Mathematics.
Dr. M.K.Ravishankar, NBA-Coordinator, HOD, Department of Automobile Engg.
Dr. G. Shivakumar, NBA-Coordinator, HOD, Department of Electronics and
Instrumentation Engg.
Mr. S.B. Devaraj, Associate professor, Department of Civil Engg.
Mr. Lakshmana Naik, Associate professor, Department of Mechanical Engg.
Mr. Murthy Mahadeva Naik, Associate professor, Department of Electronics and
Communication Engg.
Mr. C. Muneer Pasha, Associate professor, Department of Automobile Engg.
Mr. B.N. Prasanna Kumar, Associate professor, Department of I & P Engg.
Mrs. Hannabel H. Alva, Assistant Professor, Department of Information Science and Engg.
Environmental Scan

Technical Education Scenario:

Worldwide and Nationwide

Technical education in India contributes a major share to the overall education system
and plays a vital role in the social and economic development of our nation. In India,
technical education is imparted at various levels such as degree, diploma, PG and research in
specialized fields catering to the various aspects in technological development and economic
progress. The intake capacity of institutions offering technical education has increased
manifold over the years. To maintain high quality and for proper planning and coordinated
development of the technical education system in the country, Government of India has
established a statutory body called All India Council for Technical Education (AICTE)
during 1987. The AICTE aims at regulation and maintenance of norms and standards in the
technical education system. Worldwide scenario of technical education varies naturally
according to economic strength, educational heritage, civilization and sometimes local
demands of the particular country. Developed countries have more of a liberalized pattern of
technical education, while African and Asia-Pacific countries still tend to follow a centralized
system. The Indian Government after independence started premiere institutes of Higher
learning, the IITs along with the existing institutions. This followed by the starting of NITs
and Government Engineering colleges. India has the tradition of private participation in
Education. This resulted in good number of Engineering and technology Institutes spread
over the country. In India the National Board of Accreditation was established just before the
dawn of 21st century in line with ABET and other world level accreditation bodies. This has
made a phenomenal change in the quality and approach of technical education all over the
world, as a result the Outcome Based Education Evolved. During 2013-14 government of
India signed the Washington accord which resulted in global acceptance of Engineering
graduates from accredited institutions.
The union government is giving impetuous to the manpower development with global
competence to capture global requirement. In the budget significant money has been provided
to Higher education, and other initiatives such as Skill India, Start up India, Make in India
and Stand up India.

Engineering and Technical Education in Karnataka state and region:

The Karnataka state is one of the major contributors to the Engineering and technical
education at national and international level with significant participation from both state
Government and private sector. At present the state has more than 200 Engineering colleges.
Earlier technical institutions were under different Universities. During1998 the Visvesvaraya
Technological University came into existence and as its outcome engineering institutions are
now under one Umbrella. The last two decades have witnessed phenomenal growth in
Engineering education in Karnataka region. During 1960 MCE was the only institute to cater
to Engineering education in the neighbouring four districts. At present more than 20
institutions along with one NIT in this region, among which 4 institutions are located in
Hassan. A recent development is that a good number of colleges are enjoying autonomous
status and becoming private universities.
The state government is giving impetuous to manpower development with global
competence by creating conducive environment for engineering and technical education. This
has resulted in Bangalore earning the name silicon valley of India. The MNCs from all over
the globe have their production and research activity in the state. This has been percolated to
this region also. In the past decade Hassan has become an educational hub encompassing four
Engineering institutes, HIMS, BVSc and Agricultural University. This contributed to the
growth in associated education like MBA, MCA and Diploma. Earlier Hassan and other
districts in the Malnad region were known for agricultural and allied industrial activity. In the
last decade Hassan region has been identified as SEZ. This resulted in necessary
infrastructure and funding. Recent survey shows establishment of significant number of
textile, granite, IT and agricultural related Industries.

Background Information and situation analysis:

Malnad College of Engineering (MCE) is an Engineering college located in the city of
Hassan, Karnataka state, India. It was established in 1960, during the second 5 year plan of
India, as a joint venture between the Government of India, Government of Karnataka and the
Malnad Technical Education Society, Hassan. The college received the ISTE Award as one
of the best engineering colleges in the country, in 2007. The institute has taken good
positions in the state and national raking assessments by different agencies.
A key premise is that MCE should foster a range of abilities, some of which extend
beyond formal classroom work. For example, students at MCE should learn:
• to understand the values and beliefs of multiple cultures
• to embrace moral and ethical values
• to participate in community and civic affairs and engage with social problems
• to use knowledge in their own lives and pursue lifelong learning
• to develop leadership and teamwork skills
• to care for themselves and manage physical and emotional needs responsibly

These abilities have direct relevance to many of the changes in the world noted above,
and thus it is reasonable to infer that MCE students need preparation in these skills for
successful lives, professionally and personally. This makes outside-of-the-classroom
educational experiences increasingly important to the development of such abilities. MCE,s
tradition for public service or engagement and international scope provides many relevant
opportunities.
To conceptualize learning outcomes in more comprehensive terms, the Institution has
developed a set of core competencies, distinguishing academic and personal abilities, as
follows:

Academic Competencies
• disciplinary knowledge
• critical thinking
• communication skills
• scientific and quantitative reasoning
• self-directed learning
• information literacy
• engagement in the process of discovery or creation

Personal Competencies
• multicultural competence
• moral and ethical awareness
• self-management
• community engagement
 Staff -Strength - Teaching Faculty:
In order to instil the above competencies in students the institution is fostering good
number of qualified and resourceful faculty since inception with very high retention rate. As on
date there are 175 teaching faculty which includes 32professors, 49 associate professors and
remaining in the assistant professor cadre. There are 44 Ph.d in the diversified field of
specialization and others with ME/M.Tech/M.Sc Engg. qualification.
The institution is not falling behind in nurturing Technical & Supporting Staff. There are
80 Administrative Staff, 19 Library Staff, 108 Laboratories/ Workshops and 07 staff looking
after sports activities.

MOUs with Industries / R&D Organizations:

The institution since its inception encourages the faculty to work with Industries and
R&D Organizations, as a result the following are the sample MOUs.
• INSAT Master Control Facility, Hassan for PG Teaching and project guidance,
Library facilities for students of Electronics & Communication Engineering.
• EMC2 Corporation for faculty training for the subjects like SAN and support to
students for certification.
• MSME – Ministry of Micro Small, Medium Enterprise Development Institute,
Government of India for Business Skill Development.
• BOSCH REXROTH for training on automation in pneumatics, hydraulics and PLCs.
• JVS Electronics Pvt. Ltd., Bangalore, for student and faculty development programs.
• BSNL, Bangalore for faculty training in subjects related to new technologies
introduced in BSNL and support to students for internship & projects.
• Eagle Photonics, Bangalore – Carrying out research and industry oriented
training/teaching.
• HCL Technologies, Bangalore to provide industrial training for the students and also
for recruitment of students.
• ProSIM R&D Pvt. Ltd., Bangalore to provide faculty training and for joint research
projects
• MOU with Philips

Expression of Interest signed between MCE & NITK for the establishment of virtual lab
 MOU with Mercedes Benz

MOU with Philips For Solar street lighting

MCE-MCF/ISRO Relationship:
The Master Control Facility an wing of Indian Space Research Organisation is located at
a distance of just six Kilometres from our campus. The vicinity of ours only engineering
institute then, during eighties brought these two premiere organisations to work closely for
the cause of education and space research. During 1988-89 the department of Electronics and
communication commenced an PG programme in Digital Electronics and satellite
communication which was first of its kind. MCF- MCE have established an MOU to support
each other's academic and research activities. The Director MCF Dr. S. Rangarajan and few
scientists from MCF got involved in teaching learning process of PG programme. This legacy
continued during Dr M Y S Prasad and DR. C G Patil when they became directors of MCF.
Present Director Dr. S Parameswaran is extending best co-operation in the capacity of
Academic council member. The institution takes pride in mentioning the following names of
the scientists who took pivotal role in Mars Orbit Mission (MOM).
Sl.No. Name Batch
1. Mr. Shridhar. C. D. 1975
2. Mr. Nagaraj H N 1983
3. Mr. Subramanya Udupa 1984
4. Dr. Sharma S V 1985
5. Mr. Ananda 1997
6. Mr. Raghunandan 2000

Further, the contribution of MCE alumni in CHANDRAYAN and Mission of world

record number (104) of placing satellites in to orbit is significant. This legacy of walking
together in the direction of progress is continuing. The UG and/or PG students of MCE are
undertaking project work at MCF-Hassan on regular basis which are supervised jointly.

Research activities:
Although the institution primary goal is to impart the syllabi content to the UG students,
the faculty has showcased good research acumen. The total number of Publications in
Journals/Conferences is 673 (as on date), out of that 201 is published in Referred Journals.
Further , one Patent application has been filed by one of the faculty. In the last decade the
number of registration for Ph.D program in various department is constantly increasing. As
on date there are 50 candidates registered for Ph.D and 27 candidates for M. Sc. (Engg.). Till
date the institution has produced 19 Ph. D. and 17 M.Sc. (Engg.).
Achievements since getting Autonomy:
The institution has continued to display greater responsibility and higher commitment to
all the stakeholders after becoming autonomous. The institution takes pride in mentioning
some of its achievements since getting Academic Autonomy.
• Exclusive 5 credit course for Communication skills and soft skills
• Dedicated 2 credit course for sports
• Introduction of Mini projects and project based learning
• Academic recognition for internship and training in industries awarding credits
• Flexibility in framing syllabus
• Allowing participation of students in curriculum design as student member in the
Board of Studies (BOS).
• Timely announcement of results
• Reintroduction of Engineering Graphics through manual drafting
• Encouragement for Best projects across the departments
• Handbooks with recent information given to all the students
• Gold medals for branch toppers
• Adopting Good Governance practices
• Involvement of Alumni in designing curriculum, instituting scholarship/awards and
mentoring projects for students.
• Many national level MOUs and MOU with NDSU, USA and IUCEE
• Addition of Electives like Design of Masonry structures, Geometric dimensioning and
Tolerances, Intelligent systems for engineering applications, FPGA designs, AI based
instrumentation , Engine management system, Design for Manufacturing & Rapid
prototyping, Storage Area Networks, etc
• Involvement of Industry experts in teaching
• Addition of necessary infrastructure to accommodate autonomy and its governance,
such as Additional lecture Halls, state of the art laboratory Equipments, Auditorium
with 2000 sitting capacity, Dyana Mandir-yoga center etc.

SWOT ANALYSIS
Strengths
• Highly qualified, experienced faculty & staff
• A 55 year old institution with least attrition rate
• Large Global Alumni base
• Government Aided departments (4 nos.)
• TEQIP funded Institution
• Autonomous since 2007
• One of the few colleges preferred by GOI quota from North Eastern students
Weaknesses
• Not fully unaided or fully aided and hence the governance structure is complex.
• Recruitment for vacant posts by DTE/ Govt. has stalled almost since 20 years, except
for backlog posts, in aided departments, due to Govt.-Laid-down-policies.
• Not so cosmetic infrastructure facilities: since the Institution is 55 years old
• Located geographically away from metropolitan cities
• Absence of related industry around Hassan
Opportunities
• Getting funded projects at State/Central level
• Good ambience for R&D with 43 faculty having Ph.D
• Growing up to the level of setting Administrative and Financial Autonomy
 Threats
• Many new Institutions in and around with attractive physical infrastructure facility.
• Being a institution located in a rural area, the quality of students at entry level is
poor.
• Realisation of Quality faculty structure is very tough, especially with aided
departments recruitment policies of the DTE/ Govt.
• Financial implication with existing fee structure against sixth AICTE scale
implementation

Gaps..
• Intensive attempts to be made to reach the community and society- Absence definite
programs for MCE-out reach.
• Specific plans to be devised to improve the financial capability of the Institution to meet
the future challenges and technological growth.
• Continued effort in exploring the Autonomous status and its flexibilities to the maximum
extent.
• Industry Institute Interaction is limited to MOUs and visits. Intensive programmes to
derive the benefits to be done.
• Lagging in Collaborative research with other institution and industries.
• Not successful in getting good number of Grants and Funds for research projects
although Number of proposals submitted are sufficient.
• MCF-ISRO relationship with the institution needs strengthening although good number of
MCE alumni are taking leading role in MCE-ISRO activities.
• Enough scope is still exists to improvements ambiance in the campus.
• Need to encourage collaborative projects and interdisciplinary electives .
• Need to encourage strengthen the student activities in order to understand the problem of
the community and region and make attempts to find the solution.
• Exposure to different culture and Foreign languages to be explored.
• Lack of flexible stay hours both for students and faculty to improve the overall stay hours
in the campus.
• Institution is having just adequate infrastructure for the present intake. Immediate
additional space availability is limited
• The MOU with NDSU have not been explored and benefits have not reached the faculty
and students.
• Need to strengthen the faculty and student exchange programmes with other reputed
institutes of world class.
• Need to strengthen the effort to attract better students from different region of the state
and outside.
• Strengthening the quality of technical staff to improve participation and contributing to
research work of the institution.
• Services of adjunct faculty have not been explored by the institution to the extent of
creating impact in teaching learning process.
• Services of superannuated pro-active, competent and updated faculty / staff to be
explored by the institution in order to support teaching learning process/administration.
• Lack of specific plans to retain the UG/PG students demonstrating research capabilities.
Vision of the Institute

To be an institute of excellence in engineering education and research, producing socially

responsible professionals
Mission of the Institute

1. Create conducive environment for learning and research

2. Establish industry and academia collaborations
3. Ensure professional and ethical values in all institutional endeavors.

Motto: Nahi Jnanena Sadrusham (Meaning: Nothing is equal to Knowledge)

• Values / Guiding Principles

MCE Core Values

The Core values for which MCE continues to adhere to its purpose by
• Providing high quality undergraduate and graduate programs that will equip students
with 21st century knowledge and skills necessary for the challenges of India and the world
• Affirming its role as the State’s 1960 grant-in-aid institution by providing citizens with
opportunities and access that will enhance their lives and enable them to develop
intellectually, economically, socially, and culturally
• Demonstrating shared-governance and responsibility through recognition of the
viewpoints that various members of the university community contribute to the institution
• Appreciating diversity in its student body, faculty, staff and administration through
civility, commitment to tolerance, freedom of expression, and celebration of other cultures
• Adhering to the highest standards of honesty, fairness, trust and integrity in both
personal and professional behaviour
• Promoting student centeredness as the heart of the educational enterprise; and
•Focusing on character development through learning and leadership experiences.
Major Goals-Strategic Plan
This strategic plan of MCE emphasizes the importance of educationally rich national,
international and public engagement experiences under the supervision of faculty. This
emphasis involves a focus on what are stated under "personal competencies" above, but it
also implies that personal competencies should be addressed in the context of academic work
that enhances academic competencies. Thus, the plan gives special emphasis to those
educational activities that interconnect academic and personal competencies.

Broad Strategic Directions

Following are four strategic themes that identify broad directions for responding to the
challenges in MCE's changing external and internal environment. These themes are manifest
in several objectives and actions proposed in subsequent sections of this plan:
• Focus
• Adaptability
• Coordination
• Efficiency
To be more focused, it is necessary to make difficult choices about which academic areas
or units to emphasize and which to de-emphasize; what to keep and strengthen; what to
downsize or eliminate.
To be more adaptable, MCE's administrative arrangements and structures need to be
more flexible, to be evaluated and changed on a continual basis, and to have fluidity so that
they do not become set in stone.
To introduce more coordination, the institution needs more permeable boundaries and
connectivity across academic fields, disciplines, programs, and colleges, so that both students
and faculty can cross these boundaries or transcend them when opportunities to enhance
academic excellence emerge and also to ensure that the institution uses its intellectual
resources efficiently and effectively.
To be more efficient, MCE needs to examine administrative structures and policies
carefully, with an eye toward creating a tighter fit between our methods of accomplishing
tasks and the institution's goals and aspirations.
Greater focus and connectivity are essential to preserve and enhance academic excellence,
whereas greater adaptability and efficiency are especially critical to the stewardship of
resources. Implementation of these broad directions would need to respect and affirm the
longstanding principles of collegiality and shared governance.
MCEs Strategic Goal I: Develop, strengthen, and implement academic programs
that are responsive to the MCEs mission and are systematically reviewed for sustained
quality, relevance, and excellence to meet the challenges of a highly competitive and
global workforce.
Sub-Goal 1: Promote and support college readiness and retention to graduation.
Strategy I: Develop and implement a plan for institution engagement in local
schools/colleges that focuses on career education for SSLC/PUC/12th/Diploma with parent
involvement.
Strategy II: Establish a "Kids Tech garden" (academic enrichment program) to build a
aspirants of MCE pipeline to postsecondary education.
Strategy III: Develop and implement a comprehensive institutional academic
enhancement program for incoming students to improve their academic skills and success in
college.
 Sub-Goal 2: Expand the capacity to offer unique and/or critical undergraduate, post-
graduate, and professional academic programs that address national and regional workforce
needs.
Strategy I: Conduct a needs assessment/feasibility study to identify new critical academic
programs and modify curriculum to the changing world.
Strategy II: Identify and implement skill development programs in advanced technological
domain both for students and faculty.
Strategy III: Increase the number of adjunct faculty from Industry, Management and
Research organization.
Strategy IV: Services of superannuated pro-active, competent and updated faculty /staff
will be explored by the institution in order to support teaching learning
process/administration.
Strategy IV: Promote and increase the students and faculty participation to acquire
certificates by taking on line courses on recent advances in technology, like MOOC,
NOODLE and NPTL etc.

Sub-Goal 3: Promote and support institution readiness to adopt present and Future
technological development.
Strategy I: Acquire and install state-of-the-art equipment and technology for teaching,
testing, consultancy and research.
Strategy II :Involve faculty and students in research that leads to innovation. Continue steps to
establish innovation and patent cell. incubation centre and/or technology park for the region.
Strategy III :Provide professional training in grant writing and program implementation.
Strategy IV :Encourage departments to seek new ways of increasing resources
continuously.
Strategy V: Establish incubation centre and/or technology park for the region.

MCEs Strategic Goal II: Enhance institute infrastructure to accommodate increase

in intake, research, economic development, technology development and transfer;
contribute to an enhanced quality of life in the region; and facilitate sustainable
domestic and international economic development and competitiveness.
Sub-Goal 1: Enhance the infrastructure and facility in tune with changing technological
needs
Strategy I: Construction of Multi storied Lecture Hall Complex with all state of the art
facilities.
Strategy II: Construction of Multi storied Central Facility Complex with all state of the art
facilities.
Strategy III: Enhance the captive power facility by deploying Solar panels on all the
buildings and become self reliant.
Strategy IV: Enhance the internet connection bandwidth and Wi-fi to support the 4G and
future communication technologies.

Sub-Goal 2:Enhance interdisciplinary research opportunities to impact the quality of life

for the region.
Strategy I:Develop programs that will prepare faculty and students to address environmental
problems in the region and State.
Strategy II: Seek and/or strengthen on-campus collaborative grant opportunities. Use the skills
and knowledge of faculty, staff and students to work in collaboration with communities to improve
the quality of life for the region through outreach activities.
 Sub-Goal 3:Increase revenue opportunities for faculty and students.
Strategy I : Continue to institute scholarship funds for both students and faculty, and support
other opportunities that provide incentives and promote productivity in research and other scholarly
work.
Strategy II: Establish specialty training centres that are funded through state and union
government contracts (e.g., computer education, e-commerce, traffic control and skill India)
Strategy III: Introduce entrepreneurship concepts across the curriculum and establish an
Entrepreneurship Centre to engage the institute and community.

MCEs Strategic Goal III: Promote and sustain a campus environment that supports
a high quality of life and learning, that positively impacts retention through graduation
and produces knowledgeable and culturally competent citizens able to lead effectively
and compete globally.
Sub-Goal 1 :Upgrade teaching-learning process to create impact.
Strategy I: Continue implementation of course redesign initiatives and evaluate them for
impact and "best practices."
Strategy II: Infuse more research and creative activities in courses to improve learning
experiences of undergraduate students.
Strategy III: Increase funding to support current and future transformational initiatives
and encourage more faculty participation.
Strategy IV: Starting of online courses offered at the institution.

Sub-Goal 2 :Upgrade instructional technology services.

Strategy I: Improve technical support and faculty training for classroom instruction and
student engagement.
Strategy II: Provide more SMART classrooms.
Strategy III: Increase staffing for information technology, instructional technology and
classroom technology to ensure adequate support levels for faculty, staff and students.

Sub-Goal 3: Increase student retention to impact successful completion of

graduation within the prescribed period of four years.
Strategy I: Develop an implementation plan that improves student support and advising
services, enhances students’ level of satisfaction, and results in higher retention and
graduation rates.
Strategy II: Appoint a Institution-wide retention committee which include parents to
develop, implement, and assess changes to positively impact retention and increase four year
graduation rates.
Strategy III: Provide additional scholarships for need-based students. (academic and
economic basis)
Strategy IV: Increase resources and continue to provide a summer bridge program in
math and science for incoming/lateral entry students.
Strategy V:Identify reasons why students leave after their 1st and 2nd year and factors
that lead to poor academic performance; plan appropriate programs to address the problems.
Strategy VI: Conduct analyses to identify variables (e.g., CGPA, SGPA, etc.) that show what
makes incoming students need to be successful.

Sub-Goal 4: Improve the teaching/learning environment.

Strategy I: Reduce faculty teaching loads.
Strategy II: Reduce faculty/student ratios to meet the national average.
Strategy III :Establish a mentoring program for new and untenured faculty.
 Strategy IV: Hire additional faculty in critical needs areas, especially general education.
Strategy V: Promote a culture of civic engagement by implementing service learning as a
component of the academic experience tied to the curriculum and university outreach efforts.
Strategy VI: Increase financial support for students, faculty, and staff who present
research papers pertaining to the regional issues.
Strategy VII: Establishment of a career oriented centre to train the students for participation in IAS /
IPS / IES / IRS / IFS/GATE courses. Helping some teachers to get trained on these issues.

Sub goal 5: Improve the quality of campus life

Strategy I: Regular conduction of cultural programs involving ethnic communities - celebration of
major national festivals
Strategy II: Motivating students to become members of college clubs and professional societies and
to actively participate(2 credit- mandatory).
Strategy III: Improve and augment hostel, sports and recreation facility.
Strategy IV: Improve the campus ambiance through proper illumination. beautification and
maintaining greenery.
MCEs Strategic Goal IV: Improve academic interaction and participation of
institutes / universities of national and international eminence in order to facilitate
learning, innovation and research.
Sub-Goal 1: Enhance MOU with premier Indian Technological Institutes and
foreign universities.
Strategy I: Develop an interactive cell in the Institution to interact with authorities of
different Indian Technological Institutes foreign universities and venture establishing MOU
with them.
Strategy II: Connect with the Universities with whom already MOU is established, to
seek greater/improved avenues of collaboration.
Strategy III: Contact other Deemed Universities to study and explore the possible avenues
of collaboration with respect to the facilities established by them.

Sub-Goal 2: Promote interactive collaboration with neighbouring, well performing

TEQIP funded reputed Engineering colleges.
Strategy I: Contact Institution of repute which are performing well, to interact and look
for opportunities of academic expertise exchange.
Strategy II: Seek a higher degree of cooperation for facilitating a meaningful, creative
innovation.
Strategy III: Contact other Engineering colleges to work together in selected domains for
research to be sponsored by either or both or other funding agencies.

Sub-Goal 3: Establishing a hub of Institutional academic expertise-MCE out reach.

Strategy I: Creating a database of institutional academic expertise.
Strategy II: Canvassing the academic exchange programs offer possible.
Strategy III: Share 'Study materials' or 'Project guidance service' at a reasonable cost.

Sub-Goal 4: Creating an Engineering consultancy centre, catering the technical

consultancy need of other Institutes.
Strategy I: Establishing a team of skilled engineers and technical staff in various domains
of Engineering consultancy.
Strategy II: Marketing the services that can be rendered.
Strategy III: Bringing creativity in the nature of services.
 Sub-Goal 5: Actively involving EDUSAT based e-learning programs of Visvesvaraya
Technological University.
Strategy I: Getting connected with e-learning centre of VTU.
Strategy II: Developing web based e-learning contents of the specifically identified
courses.
Strategy III: Promoting the culture of active involvement in e-teaching programs,
amongst the faculty members.

Sub-Goal 6: Enhance student and faculty capabilities to work with world class
Institution/universities.
Strategy I: Enabling students and faculty to learn German, French and Japanese language.
Further, elevating it as mandatory credit course for UG students.
Strategy II: Encourage student and faculty exchange programs adopting the institution
for immersion, dual degree and collaborative research
Strategy III: Promoting the culture of active involvement of faculty and students in
arranging and/or participating international conferences/workshops.
MCEs Strategic Goal V: Continuous and involved participation of MCF-ISRO in
teaching learning process and research leading to joint mini and micro satellite
mission with the participation faculty and students.
Sub-Goal 1. Involvement of people in the field of Aerospace Engg. in the curriculum
activities of the Institute.
Strategy I : Inclusion of MCF-HSN/ISRO-BNGLR, HAL, NAL and ADA scientists in
Academic Council and BOS of E&C, Mech., CSE and ISE Depts.
Strategy II: Identifying and involving the alumni who are in the field of Aerospace Engg.,
Avionics & Space Engg. in curriculum activities of PG programmes of Mech., E&C & Civil
Dept.

Sub-Goal 2: Creation of knowledge about Aerospace/Aerodynamic/Avionics/Space

Engg. in the Institute.
Strategy I :Introduction of new courses like Design of Aerospace structures in the
curriculum of Mech. and Civil PG programmes and Avionics in the curriculum of E&C PG
programme.
Strategy II :Introduction of new courses like Space Vehicle Instrumentation in the
curriculum of E&I programmes and in the curriculum of E&C PG programme.

Strategy III :Deputing faculty from all branches of engineering and sciences for short
term and long term training programmes in the design and execution of Aerospace structures
to premier Institutes like IITs.

Sub-Goal 3: Development of Centre Aerospace Engg. in the Institute.

Strategy I :Introduction of new courses like Design of Aerospace structures in the
curriculum of Mech. and Civil PG programmes and Avionics in the curriculum of E&C PG
programme.
Strategy I :Starting of UG programme in Aerospace Engg.
Strategy II :Appointment of Adjunct faculty from ISRO-BNGLR, HAL, NAL and ADA
for Mech. and E&C PG programmes.
Strategy III :Entering MOU with MCF/ISRO, HAL, NALand ADA in developing
existing laboratories of E&C and Mech. Depts.
 Sub-Goal 4: Development of Centre for Satellite Mission in the Institute.
Strategy I :Identifying the team of faculty and UG/PG students through qualifying
aptitude test who are interested in the field of design, fabrication & execution of Aerospace
structures/Space structures and entrusting them the responsibility of Mini/Micro satellite
mission(MALNAD SAT) with adequate infrastructure and financial support.

Strategy II :Setting up of new lab in Aerospace Engg.

Strategy IIi :Encouraging UG/PG students of Mech. and E&C stream for the design and
fabrication of micro satellites which will cater the need and necessity of locality.

Review Progress – Balanced Scorecard

MCEs Strategic Goal I: Develop, strengthen, and implement academic programs that are
responsive to the MCEs mission and are systematically reviewed for sustained quality, relevance, and
excellence to meet the challenges of a highly competitive and global workforce.
Sub-Goal 1: Strategy Action plans Time line
Promote and I Design programmes to invite. Regular
support college Visit institutions and Showcase basis
readiness and MCE During
retention to ensuing
graduation. admissions-
2017
II Establish a "Kids Tech garden" 2018-19
III Identify groups 2017
Arrange and design 40Hrs Bridge 2017-18
course
Sub-Goal 2: Strategy Action plans Time line
Expand the I Aerospace Engineering, Agri-tech 2018-2021
capacity to offer and Engineering.
unique and/or critical Updating syllabi Continuous
undergraduate, post-
graduate, and
professional
academic programs II Arranging skill development 2017-18
that address national programmes in all the relevant field.
and regional III Minimum of one adjunct faculty in 2017-18
workforce needs. all engineering departments
IV Establish a eco-system to identify, 2017-Six
and retaining the suitable months
V Identifying the suitable ongoing 2017-Six
programs and create awareness months
 Sub-Goal 3: Strategy Action plans Time line
Promote and I Budget allocation. 2017
support institution Identify task force to recognise the 2017-18
readiness to adopt needs and to prioritize the
present and Future procurement
technological II Establish Project Lab 2018-19
development. Establish innovation and patent 2019-20
cell and incubation centre

III Identify groups and arrange 2017-18

training to write effective proposals
IV Identify groups and arrange 2017-18
meetings with industries to explore
collaboration

MCEs Strategic Goal II: Enhance institute infrastructure to accommodate increase in

intake, research, economic development, technology development and transfer; contribute to an
enhanced quality of life in the region; and facilitate sustainable domestic and international
economic development and competitiveness.

Sub-Goal 1: Strategy Action plans Time line

Enhance the I Construction of Lecture Hall 2017-19
infrastructure and II complex 2018-19
facility in tune with Central Facility Complex
changing III Harness Solar Power 2017-19
technological needs IV Enhance BW by 100 MBPS -K- 2017-18
net
Sub-Goal 2: Strategy Action plans Time line
Enhance I Arrange sustainable design and 2017-18
interdisciplinary development programmes with 2018-19
research resource persons from IISc Bangalore. Continuous
opportunities to Include in syllabus
impact the quality of II Arranging different community 2018-19
life for the region. meet in the campus and at site.

Sub-Goal 3: Strategy Action plans Time line

Increase revenue I Augment the Scholarship funds 2017-19
opportunities for with the help of Management,
faculty and students. Alumni, Public, and Industry
II Identify specific group to take it 2017-18
forward
III Introduction of exclusive course 2017-18
Entrepreneurship Centre to engage 2021-22
the institute and community.
 MCEs Strategic Goal III: Promote and sustain a campus environment that supports a high
quality of life and learning, that positively impacts retention through graduation and produces
knowledgeable and culturally competent citizens able to lead effectively and compete globally.
Sub-Goal 1: Strategy Action plans Time line
Upgrade I Faculty training 2017-19
teaching-learning Reward for novelty and best 2018-19
process to create practices in teaching learning
impact. II Increase in Project Based learning 2017-19
components
III Create fund to encourage 2019-21
innovation to product
IV Offering On-line courses and 2018-20
certification courses
Sub-Goal 2: Strategy Action plans Time line
Upgrade I Arrange training in using modern 2017-18
instructional tools in teaching learning. 2018-19
technology services.. Recruit experts
II SMART classrooms. 2018-19
III Arrange training in maintaining 2018-19
modern tools
Sub-Goal 3: Strategy Action plans Time line
Increase student I Identify specific group of faculty and 2017-19
retention to impact senior students to advice/mentoring.
successful Bring Psychologist in the process
completion of II Arrange retention committee meeting 2017-18
graduation within the with students and parents periodically
prescribed period of III Identify public contribution to 2017-18
four years. help the student on the basis of needs
IV Arrange bridge programmes 2017-18
V,VI Perspective result analysis 2018-19
Sub-Goal 4: Strategy Action plans Time line
Improve the I,II Use services of Adjunct faculty 2018-19
teaching/learning III Engage senior and Adjunct 2017-18
environment. faculty for Mentoring continuous
IV Identify critical area and appoint 2017-18
V Community service through clubs 2017-18
as Credit course
VI Budget allocation 2018-19
VII Establish carrier guidance cell 2017-18
Sub-Goal 5: Strategy Action plans Time line
Improve the I Identify, fund and arrange continuous
quality of campus different cultural fests through clubs
life II Allocat1/2 credits for Professional 2018-19
society activities
III Budget allocation and implement: 2017-22
completing stadium as per the plan
IV On top priority-Management and 2017-18
voluntary services
 MCEs Strategic Goal IV: Improve academic interaction and participation of institutes /
universities of national and international eminence in order to facilitate learning, innovation and
research.

Sub-Goal 1: Strategy Action plans Time

line
Enhance MOU with premier Indian I Identify task force 2017-19
Technological Institutes and foreign group and fix targets
universities. II Identify task force 2018-21
. group, encourage
connected people to visit
both the campus, sort out
the mutual interests. and
to work with fixed
targets.
III Identify possible 2019-21
avenues of collaboration
Create facility such as 2018-20
net meet, video
conference, live beaming
Sub-Goal 2: Strategy Action plans Time
line
Promote interactive collaboration I Drive faculty 2017-18
with neighbouring, well performing exchange programmes 2018-19
TEQIP funded reputed Engineering Drive student
colleges. immersion programmes
II Work together for 2018-20
innovation and
development of products
III Arrange training and 2018-19
help the students of
neighbour institutes to
work for their projects
Sub-Goal 3: Strategy Action plans Time line
Establishing a hub of Institutional I,II Identify and 2017-18
academic expertise-MCE out reach. Creating a database of 2018-19
. institutional academic
expertise.
Publish and explore
collaboration
II Arrange retention 2017-18
committee meeting
with students and
parents periodically
III Create portal to share 2017-18
the study material
 Sub-Goal 4: Strategy Action plans Time line
Creating an Engineering I,II Identify task force 2018-19
consultancy centre, catering the group, encourage people
technical consultancy need of other to visit the campus, sort
Institutes. out the mutual interests
and to work with
cooperation
III Identify critical 2017-18
service areas and bring continuous
novelty
Sub-Goal 5: Strategy Action plans Time
line
Actively involving EDUSAT based I Arrange a meeting 2017-18
e-learning programs of Visvesvaraya of all the Faculty who
Technological University. have already
contributed to the cause
of e-learning and
prepare team
II Develop web based 2018-19
e-learning contents for
the most sought courses

III Create help desk for 2019-20

e-learning and teaching
MCEs Strategic Goal V: Continuous and involved participation of MCF-ISRO in teaching
learning process and research leading to joint mini and micro satellite mission with the
participation faculty and students.

Sub-Goal 1: Strategy Action plans Time

line
Involvement of people in the field of I Act swiftly to 2017-19
Aerospace Engg. in the curriculum Identify people and
activities of the Institute. accommodate in various
academic committees
II Act swiftly to 2018-21
Identify alumnus of
MCE in aerospace
domain and
accommodate in various
academic committees.
Sub-Goal 2: Strategy Action plans Time
line
Creation of knowledge about I,II Introduce and teach 2017-19
Aerospace/Aerodynamic/Avionics/Space relevant courses in the
Engg. in the Institute.
. domain in all
programmes
III Faculty training and 2018-20
development in the
domain knowledge.
 Sub-Goal 3: Strategy Action plans Time
line
Development of Centre Aerospace I Introduction of 2017-18
Engg. in the Institute. new courses like 2018-19
Strategy I :Starting of UG Design of Aerospace
programme in Aerospace Engg. structures in the
. curriculum of Mech.
. and Civil PG
programmes and
Avionics in the
curriculum of E&C PG
programme.
II Appointment of 2020-21
Adjunct faculty from
ISRO-BNGLR, HAL,
NAL and ADA
III Entering MOU 2019-21
with MCF/ISRO,
HAL, NAL and ADA
in sharing existing
laboratories
Sub-Goal 4: Strategy Action plans Time
line
Development of Centre for Satellite I Identify task force 2018-19
Mission in the Institute. group of faculty and 2018-19
students with aptitude 2020-21
test.
Award academic
and financial
incentives
Conceive and
propagate the idea of
student satellite
programme
II Setting up of new 2019-20
laboratory in continuous
Aerospace Engg.

III Promote design 2021-

and fabrication of 2022
micro satellites which
will cater the need and
necessity of locality.