• To improve training delivery system to make it more dynamic and pro-industry.
• To create basic training facilities in the area which is in very high demand by local industries.
• To retrain existing Instructors so as to make them deployable in new emerging work area.
• To improve existing infrastructure and training delivery system
• To increase the scale of placement activities
• To implement Soft Skill Development Program
• To impart Basic Skills in English language to trainees

o    To restructure  existing training facilities so as to focus more on emerging areas of         technology  and   discontinue the trades  which have less demand

o    To restructure existing training facilities on demand driven basis         

o    To consolidate on core activities of training and placement through industrial feedback

o    To encourage Public Private Partnership (PPP) model

 

To transform the institute into a dynamic and vibrant organization capable of catering to  skill

 requirements of concurrent industries.

 

To discharge social obligation of improving employability of the needy by imparting them the skills required by local world of work/ by retraining the needy.

 

To make the organization more responsive to the requirements of unorganized and rural sectors by adopting modular and short term training programmers.

 

 

 

In terms of institutional management:-

 

Administrative work needs to be entrusted to administrative officer / administrative staff. Presently due to non availability of administrative officer in mega ITI implementing center of excellence and also ISO certification, principal finds it very difficult to concentrate more on educational activities.

 

This could be over come by suitably redeploying administrative staff available with department and also with increased use of MIS / Computerization.

 

A comprehensive MIS system need to be evolved and implemented so as to facilitate principal and office staff to discharge their routine activities more efficiently.

 

In absence of sufficient ministerial staff and supportive staff managerial tools, focus should be given on minimizing paper work. 

 

In terms of teaching / training and technical staff:-

 

Present system of deputing staff from state head quarter needs to be decentralized partly so as to enable head of the institute depute staff for the training of very short duration I.e. four days within the state.

 

Officers and supervisory staff should be deputed DGET training institutes / apex management training institutes of repute at least for seven days in a year. Sufficient autonomy needs to be considered.

 

Retraining module for deploying a instructor from un popular trade to popular trade dose not formally exit as present. Central agencies like DGE & T or CTIs should make a six months modules so that the instructors from the unpopular trade would be re trained and deployed.

 

In terms of teaching / learning resources

 

Presently no text book exists in vernacular language for any of the trade this makes the system more dependent on notes prepared by the instructors which may vary from person to person and institute to institute. This work could be out source to reputed publication houses with suitable terms, conditions and reorganization.  

 

In terms of training facilities:-

Computer based tutors and teaching aids are rarely available locally. If such imported CVTs are made available centrally and replicated locally without violating licensing implements.

 

Building maintenance and allied recurring expenditure to support up keeping of infrastructure is insufficient. Also procedure for the same needs to be simplified. Some administrative decision and decentralization of power can solve the problem e.g. whitewashing of the building could be entrusted principal.

 

Some times due to administrative reasons like retirements / resignations / deputations / transfer etc. the student to instructor ratio could not be maintained to prescribed norms of 19:1.

 

In terms of the linkage with the labor market:-

 

Presently the staffing pattern dose not incorporate a separate placement services cell how ever linkage with labor market is established via campus interviews, recruitments fairs and industrial visits. How ever it becomes very difficult to arrange industrial visits in remote area / places without having institute’s own passenger vehicle. Converting existing LCV vehicles in to the passenger vehicles would serve the purpose. If done so, number of visits could be drastically increased with propionate increase the linkages with labor market.