The Institutional Development Plan is a strategic document guiding TACT–School of Biotech Sciences toward holistic growth and academic excellence, in alignment with the transformative vision of the National Education Policy (NEP) 2020.
Introduction
NEP 2020 emphasises the creation of a holistic, multidisciplinary and learner-centric education system that nurtures innovation, critical thinking and scientific temperament. In this context, the IDP serves as a structured roadmap for the institution to strengthen its academic framework in biotechnology, while integrating cutting-edge scientific advancements with interdisciplinary learning approaches.
As a centre of higher education in biotechnology, the institution is committed to fostering quality education, research excellence and skill development. The plan promotes outcome-based education, modern laboratory infrastructure, industry-oriented curriculum enhancements, and experiential learning through internships, research projects and collaborative initiatives.
The plan also focuses on capacity building and faculty development, ensuring educators are equipped with up-to-date knowledge, pedagogical innovations and research competencies. It underscores multidisciplinary integration, digital learning and research-driven education — encouraging blended learning, digital platforms, and data-driven analytical tools in biotechnology education.
Through well-defined goals, measurable outcomes and continuous monitoring, the IDP provides a clear pathway for achieving both short-term targets and the long-term institutional vision, reinforcing a culture of quality assurance, transparency and continuous improvement.
Strengths, weaknesses, opportunities and challenges
Strengths
- Pioneer status as Odisha’s first biotechnology institution (since 2002).
- Strong academic foundation with UG and PG programmes affiliated to Utkal University.
- Qualified and experienced faculty with research publications in reputed journals.
- Well-established laboratories with modern equipment supporting practical learning and research.
- Most faculty members hold funded research projects.
- Existing collaborations with reputed research institutions and industries.
- Good reputation in Eastern India for biotechnology education and placements.
Weaknesses
- Limited global exposure and international collaborations.
- Need for more advanced high-end research infrastructure (genomics, sequencing).
- Relatively low number of publications and patents.
- Dependence on university curriculum with limited academic autonomy.
- Scope to improve industry-driven curriculum and emerging technology integration.
Opportunities
- Growing global demand for biotechnology, bioinformatics and public health professionals.
- Availability of government funding (DBT, DST, ICMR) for research and innovation.
- Expansion into interdisciplinary areas like AI in biotech, genetic engineering and environmental sustainability.
- Potential to establish centres of excellence and incubation centres.
- Collaboration opportunities with industries, research labs and international universities.
- NEP 2020 enabling multidisciplinary growth and academic flexibility.
Challenges & Threats
- Increasing competition from private universities and national institutes.
- Rapid technological advancement requiring continuous infrastructure and curriculum updates.
- Difficulty in attracting and retaining highly skilled research faculty.
- Changing regulatory and accreditation requirements (NAAC, UGC norms).
- Student migration to metropolitan or foreign institutions for higher studies.
Strategic framework (2025–2030)
- Ensure an outcome-based education system for globally ranked knowledge, skills and values among students.
- Become a leading institution for sustainability, education, training, skill development and lifelong learning in emerging areas of science and technology.
- Be a centre of excellence for innovative research addressing climate change, sustainability and decarbonisation for a sustainable society.
Meet national aspirations and objectives at par with global standards.
- AGovernance, Leadership and Management
- BQuality Assurance
- CCurriculum Reform
- DTeaching, Learning and Evaluation Process
- EResearch, Development, Innovation and Professional Practices
- FHuman Resources and Empowerment
- GTechnical & Internal Support System
- HStudents Support and Progression
- IInfrastructure, Learning Resources, Facilities
- JEngagement with Alumni, Industry and Society
- KDiversity, Outreach and Extension
- LAdvanced Frontiers of Knowledge & Educational Areas
- MInternationalisation
- NBroaden Funding Base
- OContinuous Improvement
Faculty and staff · Students · Infrastructure
Vision for 2040 — the fifteen-year goal
To evolve into a globally recognised, autonomous, research-driven biotechnology university, contributing meaningfully to national and global priorities in the domains of bioeconomy, public health and environmental sustainability.
TACT aims to transition from an affiliated college to a fully autonomous institution with the academic flexibility to design multidisciplinary and future-oriented programmes. By introducing advanced programmes in genomics, bioinformatics, biopharmaceuticals, environmental biotechnology and precision medicine, the institution seeks to prepare future-ready professionals capable of addressing complex scientific and societal challenges.
A key pillar of this vision is the establishment of TACT as a research and innovation hub, fostering high-impact research in public health, agriculture biotechnology, bioenergy, sustainable environments and disease biology — creating centres of excellence, incubation hubs and industry-supported research facilities.
The institution further envisions a role in advancing India’s bioeconomy through industry partnerships, startup incubation and entrepreneurship development, alongside translational research that turns scientific discovery into practical applications for healthcare, agriculture and environmental management.
Three phases of development
Phase I · Foundation & Capacity Building
Academic strengthening · Infrastructure modernization · Research initiation
Key initiatives
- Introduce new biotechnology and allied programmes (B.Tech, Integrated M.Tech, specialised M.Sc.)
- Implement NEP 2020-based curriculum and Outcome-Based Education (OBE)
- Upgrade laboratories with advanced instruments and digital infrastructure
- Strengthen MoUs with research institutes and industry partners
- Establish a Research & Innovation Cell and Incubation Unit
- Improve the placement and internship ecosystem
Expected outcomes
- NAAC accreditation (target A / A+)
- Increase in research publications and projects
- Enhanced student intake and placement rate (>85%)
Phase II · Expansion & Research Consolidation
Academic autonomy · Research excellence · National recognition
Key initiatives
- Apply for Autonomous Institution status
- Launch PhD programmes in Biotechnology and allied areas
- Establish Centres of Excellence in Genomics & Bioinformatics, Environmental Biotechnology, and Public Health & Disease Biology
- Expand industry-funded laboratories and consultancy projects
- Strengthen international collaborations and exchange programmes
Expected outcomes
- National recognition in biotechnology education
- Significant increase in funded research projects and patents
- Strong industry linkage and startup ecosystem
Phase III · Integration & Global Positioning
University status · Global competitiveness · Innovation ecosystem
Key initiatives
- Achieve Deemed-to-be-University / Private University status
- Develop TSBS into a multidisciplinary biotechnology university
- Establish a Bio-Innovation Park / Technology Transfer Centre
- Promote international research collaborations and joint degrees
- Attract global faculty and international students
- Strengthen startup incubation and bio-entrepreneurship ecosystem
Expected outcomes
- Recognition as a globally competitive biotechnology institution
- Inclusion in national and international rankings (NIRF and others)
- Contribution to India’s bioeconomy, healthcare and sustainability sectors
Roadmap 2025–2040
Phase-wise sequencing of the major institutional initiatives across the fifteen-year horizon.
Academic expansion and development
The five-year action plan (2025–2030) moves from framework development through programme launch, curriculum strengthening and internationalisation, to full research integration.
Year-by-year focus
| Year | Focus | Principal deliverables |
|---|---|---|
| 2025–26 | Planning & framework development | New programme proposals approved internally; draft curriculum aligned with NEP 2020 & OBE; shortlist of 5–8 institutions for collaboration |
| 2026–27 | Programme launch & initial collaborations | First batch enrolled in new programmes; at least 3 interdisciplinary courses operational; active MoUs for internships and training |
| 2027–28 | Expansion & curriculum strengthening | 3–4 new specialisations operational (Bioinformatics, Environmental and Industrial Biotechnology); increased student intake; joint academic activities with partners |
| 2028–29 | Consolidation & internationalisation | 2–3 international MoUs signed; first exchange and virtual collaboration programmes launched; enhanced global curriculum alignment |
| 2029–30 | Research integration & academic maturity | Research-integrated academic structure; enhanced student projects and publications; functional industry-linked research ecosystem |
Key performance indicators
Research development
Research planning progresses from foundation building and funding applications, through research expansion and patent filing, to innovation, incubation and sustained research excellence.
| Year | Focus | Principal deliverables |
|---|---|---|
| 2025–26 | Foundation building | Submission of 5–10 research proposals; formation of research committees and policies; identification of 3–5 industry partners |
| 2026–27 | Funding & collaboration | Minimum 2–3 funded projects; increase in SCI/Scopus publications; active industry-supported research |
| 2027–28 | Research expansion | Increased research output; filing of initial patents; expansion of industry collaborations |
| 2028–29 | Innovation & incubation | Functional incubation centre; at least 2–3 startups or incubation projects; increased consultancy revenue |
| 2029–30 | Research excellence & sustainability | Significant increase in funding, patents and publications; recognised research hub; sustainable startup ecosystem |
Key performance indicators
Infrastructure development
Infrastructure planning runs from an institution-wide audit and master plan, through laboratory expansion and smart-classroom rollout, to hostel expansion and advanced research-ready facilities.
| Year | Focus | Principal deliverables |
|---|---|---|
| 2025–26 | Planning & baseline strengthening | Approved infrastructure roadmap; detailed lab expansion proposal; vendor identification |
| 2026–27 | Laboratory expansion, phase I | 2–3 labs upgraded; centralised advanced lab functional |
| 2027–28 | Smart classroom implementation | 70–80% of classrooms smart-enabled; fully functional digital learning ecosystem |
| 2028–29 | Hostel & student facilities expansion | 50% increase in hostel capacity; improved student living standards |
| 2029–30 | Consolidation & advanced infrastructure | Advanced research-ready campus; fully digitised teaching-learning system |
Key performance indicators
Industry linkage and employability
From establishing the Training & Placement Cell and mapping skill gaps, the plan builds through mandatory internships and industry-certified courses to global employability benchmarking.
| Year | Focus | Principal deliverables |
|---|---|---|
| 2025–26 | Foundation & industry engagement | Functional placement cell; database of 20+ potential recruiters; skill gap report for curriculum improvement |
| 2026–27 | Internship integration & skill development | 100% student participation in internships; at least 5 active industry MoUs; skill training programmes operational |
| 2027–28 | Advanced industry collaboration | 3–4 industry-certified programmes launched; increased participation in skill certifications |
| 2028–29 | Placement strengthening | Strong recruiter base (15+ companies visiting); improved employability skills; increased placement conversion |
| 2029–30 | Excellence & global employability | Placement rate reaching ≥90%; increased international exposure; sustainable industry–academia ecosystem |
Key performance indicators
Financial plan
Sources of revenue
- Tuition & academic fees — the primary source of institutional revenue, generated from UG and PG biotechnology programmes and enhanced through new programmes, specialisations and increased intake.
- Government & research grants — funding from DBT, DST and other national bodies supporting research projects, laboratory development and faculty research initiatives.
- Consultancy & industry revenue — income from industry consultancy projects, testing and analytical services, and collaborative R&D, strengthened via industry partnerships and technology transfer.
Budget allocation strategy
| Category | Allocation | Purpose |
|---|---|---|
| Infrastructure development | 40% | Labs, smart classrooms, hostels, digital systems |
| Research & innovation | 30% | Funded research, equipment, incubation, publications |
| Faculty development | 20% | Training, FDPs, conferences, recruitment |
| Student support & development | 10% | Scholarships, training, internships, placements |
Key performance indicators
Conclusion
The IDP presents a comprehensive roadmap for the institution’s growth over fifteen years, with a clearly defined five-year implementation strategy. Rooted in NEP 2020, it emphasises academic excellence, research innovation, industry collaboration, infrastructure development and holistic student growth.
Through systematic planning and phased implementation, TSBS aims to transform itself into a globally recognised, research-driven biotechnology institution — reinforcing its legacy as Odisha’s first biotechnology institution while paving the way for its evolution into a centre of excellence in biotechnology education and research.