ITI Policy Vision Note

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  • This is a policy document envisaging the future of running ITIs and their cost / operations management.
  • It is the duty of society to educate the next generation.
  • Govt ensure effective quality transmission of knowledge and skills in the shortest possible time.
  • This must be done at no cost to the students.
  • All of this will ensure little or no dependance on Govt / Govt jobs by the citizens.
  • Prevent patronising attitude of managements vis-a-vis employees / students
  • Operating Trust to own the land and immovable properties - not pledgeable

Key Dictums

  • "Give a Man a Fish, and You Feed Him for a Day. Teach a Man To Fish, and You Feed Him for a Lifetime".
  • "Anticipate Charity by Preventing Poverty by teaching him a trade"

Categories of ITIs

  • Govt (Central and State) 
  • Private - Govt Aided
  • Private Unaided categories

True Costs and Fee Justification

  • Administering low fees is expensive
  • It does not generate net revenue
  • Cost Factors to be considered:
    • Maintaining accounts and associated salaries
    • Statutory Reporting and Compliance
    • Monitoring at various hierarchial levels
    • Action (rarely) Taken and associated bribery / corruption
  • Market Perception based concentrations in Urban areas

What happens when fees are realistic

  • The poor get left out
  • The well-to-do get subsidised
  • Gender concentration of females in urban clusters - parents tend to keep girls closer home at any cost (bribes / corruption / loans)
  • Teachers can get better paid
  • Teachers stock in society goes up - they get better respect, motivation
  • The student perception of learning value increases

Mitigation of down sides to realistic pricing

  • Students can take interest and collateral free loans from banks that the Govt can underwrite at no cost to the student
  • Repayments can be done only after student gets a job
  • Installments to be paid by the employer in easy installments over say 2 years (implementation and compliance issues)
  • CSR can be used to sponsor students
  • Govt grants can pay for poor / deserving students
  • Geographically agnostic distribution of CSR availability by online applications for donor and donee

Salary Equality

  • Teachers in all ITIs must be paid the same salary and allowances
  • All students fees (non grant student fees) to be paid into a consolidated Bank Account
  • The consolidated Bank Account (e-Payments) to pay all salaries, maintenance, consumables and watch and ward for all ITIs.
  • All ITIs should not recruit teaching staff
  • All Teaching staff should be selected and posted by the Govt
  • Replacements for leave should also be from a central pool of Teachers
  • Teachers to be paid based on student availability fraction of sanctioned strength
  • This will incentivise the Teachers into teaching well and attracting students to their institution.
  • Flattening hierarchy amongst teachers
  • Abolition of all standalone Principal positions
  • Additional charge as Principal to be provided to senior capable and willing teachers in each ITI on rotation every say 3 years.
  • No perquisites for any ITI staff irrespective of experience and position.
  • Local hospitality and expense account upto say 10K per month to be at the discretion of current and previous head
  • Minimise the role of private managements in managing ITIs:
    • no compliance issues
    • no bribery / corruption
    • no wateful expenditure
    • no capitation fees

What is in it for private entities to run an ITI

  • No Property Tax
  • No Income Tax
  • No GST
  • Influence / Traction in Society as ITI Owner
  • Manage attendance and teaching quality compliance of employees and report to HQ
  • Chairman and Member of Administrative Committee for disciplinary actions and staff change requests
  • Operational costs and control - funded by the Govt
  • Travel and Hospitality - a fair value grant by Govt
  • Watch and Ward - funded by the Govt
  • Relationship with local civil society
  • Alumnus and PTA goodwill
  • Hostel Management
  • Quarters
  • Transport
  • Canteen and Stores
  • Dress Code / Uniforms
  • Placement activities
  • Industry linkages

Open Loop Management, Monitoring and Control

  • Being a large country with diverse languages, centralised control must necessarily be flexible yet effective.
  • Rigid dictates will only break the hierarchy and tend to slide into chaos / subversion
  • No offices anywhere except at the HQ - no rent, no electricity, no useless employment, no facility upkeep
  • Every district must have a compliance officer working from home - laptop, transport and expenses, communication and connectivity to be provided
  • Video conference only when necessary

Local ITI Compliance Officer

  • Officer must be capable on conversing in the local languages.
  • All should be e-Office enabled with login as attendance.
  • All financials to be without any supporting documents / vouchers - trust in the citizen is essential - keep soft caps with excess to be hierarchially authorised.
  • Early detection of incompetence / delinquency in personnel to be detected and white elephants to be replaced quickly.
  • Only local residents to be employed for such local positions - it will save on rentals
  • Must be capable of riding 2/4 wheeler - fuel re-imbursements
  • Must be familiar with Office software and possess typing skills
  • In active age group of say 26 to 35.
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