Strategic Plan

Strategic Plan -2016-2030


Federal Institute of Science and Technology has right from its inception in 2002, believed in imparting quality education that is technically demanding, academically in-depth, inclusive and collaborative.  Working with the motto of “Focus on Excellence”, the education system in the institution is geared to preparing students to create significant societal impact and make the world a better place to live in. The institution encourages students to realise their potential by providing them with an inclusive student experience grounded in technical expertise.


Vision, Mission, Quality Policies and Core Values

  • College Motto

‘Focus on excellence’

  • Institute Vision

To become a world-class professional institute with focus on excellence, moulding committed global professionals and technocrats who can meet the demands of business, industry and research.

  • Institute Mission
  • To transform into an advanced centre of technical education, which will, in turn, bring out professionals with superior skills and social commitment.
  • To provide state-of-the-art facilities to mould brilliant young talents, enabling them to take up challenging assignments in the highly competitive global scenario.
  • Core Values (INSPIRE)
  • Inclusiveness–to promote the practice of providing all students with equal access to opportunities and resources, as well as treating everyone fairly and equitably
  • Nurturing– to incorporate a student-centeredenvironment that caters to the social, emotional, and educationalneeds of the students
  • Social Commitment -to develop the commitment to create value, progress, and improve the well-being of the society as a whole
  • Professionalism –to ensuring that the institution’s culture is infused with high standards of conduct, ethics, and integrity
  • Integrity – to foster a commitment to honest and ethical behaviour in all aspects of life.
  • Respect-todevelop the ability to see the worth and significance of each human being and treating them as such.
  • Excellence-toensure excellence by the successful engagement of students in learning, experimenting, and achieving their full potential


Quality Policy

FISAT shall strive continually for evolving into an advanced centre of learning and research in the technical and management domains through focus on excellence in all its endeavours, adhering to applicable requirements, embedded in its quality assurance system. The institute is committed to transforming its students into globally competent, socially committed and ethically driven professionals capable of excelling in industry, entrepreneurship and society.

Long term goals

  • NBA accreditation for all programs by 2023
  • Autonomous status for the institution by 2024
  • Establish an Advanced Skill Development Centre by 2024
  • Set up a Science Park by 2025
  • Among top 100 institutions in NIRF ranking by 2025
  • Become a centre of excellence in teaching and learning by 2025 with several UG and PG programs in relevant areas
  • Institution to be accredited by NAAC with A++ grade by 2027
  • Becomea centre of excellence in research by 2030with research centres in all departments
  • Become a technological hub with facilities foroffices of reputed national and international companies by 2030
  • Provide world class infrastructural facilities for holistic development of the students
  • Establishing paperless e-Office governance for efficient and responsive administration
  • Environmentally sustainable campus


 Short term goals

  • Focus on faculty excellence and empowerment
  • Enhance student enrolment and enrichment
  • Improve teaching learning process and student outcome
  • Enhance placements in all programs and improve placements in core areas
  • Encourage better industry institute partnership
  • Improve research, collaboration, innovation and entrepreneurship
  • Set up fabrication labs and incubation centres
  • Energy efficient and green campus with sustainable initiatives
  • Quality enhancement in all areas of operation
  • Incorporate more activities under e-governance
  • Improve physical Infrastructure
  • Increase visibility of the institution
  • NBA accreditation for all programs
  • Secure top ranking in NIRF
  • Achieve 2f and 12B status of UGC
  • Strengthen financial foundation


SWOC Analysis


  • Rich legacy and established brand name
  • Committed and dedicated Management with zero profit motive.
  • Well qualified, competent and committed staff with high retention ratio
  • Secular nature of the institution.
  • Transparency in admission and administration
  • Effective use of ICT in teaching learning
  • Outcome based education is adopted
  • Student centric approaches catering to the individual needs of the students
  • Good number of fee waivers and scholarships for students
  • Excellent opportunities for the holistic development of students
  • Effective Student mentoring system
  • Excellent infrastructure facilities
  • Excellent library facilities with e-resources
  • Good placements
  • Very good staff welfare measures of the Management.
  • Feedback systems available
  • Ideal location blessed with portable ground water throughout the year
  • Strong PTA support.
  • Equal opportunities for all genders
  • NPTEL local chapter


8.2       Weakness

  • Visibility outside Kerala is less
  • Lack of funded/sponsored projects.
  • Research and Consultancy activities are less.
  • Quality research publications are fewer.
  • Distance from city
  • Less industry-institute interaction
  • Startups and patents are less
  • Alumni base not at an optimum level
  • Lesser number of faculty with PhD

8.3       Opportunities

  • Possibility for Autonomous status
  • Proximity to industries enabling students doing internships
  • Introducingprogrammes in emerging core and multidisciplinary areas
  • Strengthening collaboration with industry in research, consultancy, training & internships.
  • Enhanced community engagement.
  • Quality research output leading to patents.
  • Financial assistance from government agencies for various activities.
  • Entrepreneurship and innovation can be enhanced
  • Introduction of additional skill development programs
  • Improve alumni contribution to job creation and knowledge enrichment of students


8.4       Challenges

  • Affiliated system preventing syllabus revision as per the requirements of the industry
  • Inconsistency in university examination answer script evaluation.
  • Inconsistent restructuring of the programmes and syllabi by the affiliating University.
  • Securing grants and funds from government/external agencies
  • Revenue generation mainly dependent on student fees
  • Fluctuating demand for engineering courses


Strategies for achieving the goals of the institution

Goal 1: Get accredited by statutory bodies and become an autonomous institution by 2024

The management of FISAT envisages the institution to achieve autonomy by 2024. The institution plans to get accredited with good grades by different statutory bodies.  The milestones identified for this are:  5 programs are to be NBA accredited by 2020, NAAC cycle 2 accreditation in 2021, all programs are to be NBA accredited by 2023 and to become an autonomous institution by 2024.

Action Plans:

  • Top management and institute leaders shall formulate plans for accreditation by various statutory bodies. They shall decide on the type of accreditations, the programs to be accredited, planning of resources and funds, constituting committees.
  • The institution plans to adopt outcome-based education by 2017. Orientation sessions on Outcome Based Education to be given to all staff
  • The 5 programs for NBA accreditation are to be identified. Orientation sessions on various NBA criteria to be given to faculty members and staff of the institution. Criteria wise committees to be formed.
  • Preparation for cycle 2 NAAC accreditation to commence in 2020 and SSR to be submitted in 2021. Committees to be formed for preparation of SSR
  • Preparation for NBA accreditation of all the remaining programs to begin in 2022 and to be completed by 2023. Department wise and institution wise committees to be formed
  • The requirements for autonomy to be assessed and application to be submitted by 2024.
S.No. Strategy Action Plan Responsibility

Timeline for implementation

1 NBA accreditation for 5 programs Introduce Outcome Based Education Principal By 2017
Identify the 5 programs for NBA accreditation in 2019 Principal 2018
Prepare and apply for NBA accreditation HoD 2019
2 NAAC Accreditation 2nd cycle Prepare and apply for NAAC Accreditation 2nd cycle IQAC Coordinator 2021
3 NBA accreditation for all programs Prepare and apply for NBA accreditation for all programs HoD 2023
4 Autonomous status for the institution Prepare and apply for autonomy status Principal 2024


Goal 2: Become a centre of excellence in teaching and learning by 2025 and centre of excellence in research by 2030

  • The management of FISAT visualizes the institution to become a centre of excellence in teaching, learning and research.
  • To achieve this, the institution plans to empower faculty by promotingstaff development programmes such as Workshops, Seminars, Conferences, Training etc.
  • To enhance student enrolment, improving the visibility of the institutionand providingscholarships/fee concessions for deserving students are planned.
  • The institution shall improve the teaching learning system by strengtheningthe ICT enabled teaching and providing advanced learning resources for the students.
  • The institution shall promote various programs for student enrichment like personality development, soft skill training, placement training, add on courses, rewarding achievers, skill development courses, active mentorship etc.
  • The institution should encourage research culture and innovation through a research committee, innovation and entrepreneurship development cell, setting up a mini fabrication facility, encouraging better industry institute partnership and participation in innovationbased activities.
  • The institution shall encourage faculty to do PhD, register as research guides and promote faculty and student publications.
  • The institution shall introduce programs in relevant disciplines


Strategy Action Plan Responsibility

Timeline for implementation

1 Professional development opportunities for faculty Organize/participate in FDPs, Seminars, Workshops etc HoD 1 year
2 Improving student enrolment Higher visibility for the institution, scholarship/fee concessions for deserving students Principal 1 year
3 Improving the teaching learning system Strengthen ICT enabled teaching

More learning resources for students

HoD 1 year
4 Promoting student enrichment Arrange programs for personality development, skill development, value addition, placement training Principal 1 year
5 Promote excellence in research Form a research cell Principal 1 year
6 Improve innovation and industry institute interaction Set up a mini fabrication laboratory, innovation and entrepreneurship development cell Principal 2 years
7 Encourage publications in reputed journals by more faculty members


At least 10 percent increase per year in the number of faculty publications HoD 1 year
8 Encourage more faculty members to do PhD


10% increase per year in the number of faculty registering for PhD HoD 1 year
9 Encourage more faculty to become research guides


5% increase in the number of faculty becoming research guides Principal 3 years
10 Introduce programs in relevant disciplines Introduce one or 2 UG/PG programs in emerging areas Principal 6 years


Goal 3: Provide infrastructural facilities for holistic development of the students

  • The institution believes in holistic development of the students to enable them to realise their potential and is committed too providing them with all the necessary infrastructure to satisfy their curricular, co-curricular and extracurricular needs.
  • Additional space for classrooms, labs etc shall be provided by constructing additional building space
  • Physical facilities for co-curricular activities through the e -yanthraRobotics lab, Fablab etc
  • The institution shall set up a well fitted gymnasium and well maintained playground for enhancing the physical fitness of students
  • Encourage extra curricularstudent activities through the formation of clubs and chapters like NSS unit, Womens cell, Maths club
  • The institution shall take measures to widen the approach road to the institution to enable smooth movement of vehicles


Strategy Action Plan Responsibility

Timeline for implementation

1 Provide additional space for classrooms, labs etc Construct additional building space (decennial block) Principal 2 years
2 Provide facilities for co-curricular activities Set up Robotics lab, fab lab etc Principal 2 years
3 Improve sports and physical fitness facilities Set up a gymnasium, play ground


Principal 2 years
4 Promoteextra curricular activities Form NSS unit Principal 2 years
5 Ease the movement of vehicles  on the approach road to the institution Widen the approach road Principal 5 years

Goal 4: Establishing paperless e-Office governance for efficient and responsive administration

  • With the aim of refining the governance of the institution, all the academic and administrative activities shall be incorporated into the management information system already in existence in the institution
  • The student academic details, fees payment, faculty leave details, salary acquittance, course file etc shall be incorporated into the system
S.No Startegy Action Plan Responsibility

Timeline for implementation

1 All academic and administrative activities  in the management information system Develop modules to bring facilities like application and sanction of staff leaves, fees payment, course files etc available online Principal 5 years

Goal 5: Environmentally sustainable campus

  • The institution is committed to adopting environmentally sustainable measures in the campus.
  • Energy and green audits shall be conducted and measures to reduce the carbon footprint shall be adopted
  • The use of solar energy shall be promoted.
  • Water conservation measures shall be adopted



Strategy Action Plan Responsibility

Timeline for implementation

1 Environment related audits Energy audit, green audit Principal 1 year
2 Promote solar energy use Set up solar power plant Principal 2 years
3 Water conservation measures Water replenishment methods Principal 2 years