|
This is a campaign for a minimum of 200 Crore rupees to develop human and intellectual resources, build infrastructure, evolve competitive strategies and envision new ways of learning and teaching.
Loyola College for long survived with the fees that students pay. On top of it, most part of the fees are given back to the students ads concession to the poor, Dalits, and rural students who cannot afford the fees. Now we have come to realize that we need to raise funds from our alumni/ae, foundations, NGOs, the parents of our students, and individuals. We have set ourselves on this course keeping in mind a vision, values, purpose, and strategies given below.
We appeal to you for generous help.
Loyola College will be celebrating centenary year in 2025. This institution was started in 1925 with 75 students and with three departments - history, economics and mathematics - and three blocks of hostel. Today there are seven thousand and odd students with thirty-five departments. Loyola in its approach to teaching-learning has stood above the rest. Research centres and institutes invite world recognitions by the ways in which they bring in funds and their use for research. More importantly, Loyola has always been committed to preferential option for the marginalised and the Dalits and this has been actualised in admission policy and recruitment of staff and in the ways in which the whole college is run. In India , and outside India , Loyola is now a name to reckon with. For a long time, Loyola has been one of the top ten colleges in the country. NAAC accredited the college with A+ and UGC recognised it as a college with potential for excellence.
However, one cannot live all the time on the proceeds of the past. Loyola needs to go beyond the reputation and glorious praise it has now if it wants really to be relevant and competent in the years to come. Old ways must give way to innovation, creativity and strategic planning. Loyola must embrace change and learn skills to manage change. For this, it should seriously look at the state of teaching learning, research, infra-structure and the type of governance and services, and envision a future for itself to stand tall in the world's stage. This is why in many forums within the college and beyond there has been a feeling that we need to design a plan for the future and actualise the plan gradually. Possibly, when Loyola celebrates centenary in 2025 it should be able to realise the competence that embraced change, adopted innovative strategies and kept pace with global change and trends in higher education. With this view in mind, this Loyola Master Plan (LMP) has been designed.
Reading the signs of time and foreseeing the existence of the college in terms of learning and teaching in 2025 the Plan intends to envision future and plan strategies for actualising the vision of Loyola College in Jesuit Chennai Mission. The sections in the Plan identify issues to be addressed over the planning period (2008-2025).
i) bases on the core of Jesuit vision of education that empowers the marginalised while maintaining quality in education - access and quality,
ii) discusses the type of education - teaching, learning, research - that we will be engaged with in twenty five years, and
iii) builds accordingly an academic strategy that sets in place policy proposals to translate the plans into concrete actions.
The Strategies contained in this Loyola Master Plan are designed to achieve the objectives set out below. These objectives are all concerned, in their various ways, with a clear commitment to excellence. This means that keeping in mind the ideals of Jesuit Higher Education, the College would form men and women for others who would be committed, competent, creative and compassionate.
Excellence in Jesuit philosophy of education refers to competence that helps a person to commit to the empowerment of the Other who are the most disadvantaged and marginalised: Other-centeredness.
Here this other-centred, pro-poor and pro-marginalised people academic enterprise means and must be interpreted as God-centeredness; God reveals Himself in the happiness of the Other. This othercenteredness should be the core value or virtue in the conduct of the College in addition to the values and in the efforts towards realising the objectives set below.
The fundamental value unique to all universities worthy of name is academic freedom that may be defined as freedom to conduct research, to teach, speak and publish, subject to the norms and standards of scholarly inquiry, without interference or penalty; this search for truth should lead to enhancement of humanity and nature.
We would not be able to experience and utilise academic freedom unless there is a deep sense of the fact that decisions should be taken at the lowest level appropriate to the matter in hand. What matters to lower units - for example departments - should not be decided by higher units - the College. The College sets the objectives, orientation and general guidelines for a project and the departments and institutes evolve the methods of doing it. Each unit in the College chooses its actions in terms of what to do and how to do in research and teaching and the College as a whole only approves and supports that initiative and its process. This leads to creative growth at all levels and certain independence in one's own field of expertise.
The College will focus on research, teaching and services in equal measure. The pursuit of excellence will bear abundant fruits only by attaching as much importance to research as to teaching i This will be one of the distinguishing characteristics of the College at international level. In fact, the initiatives in research should form the content for teaching and this inter-dependent character will enhance the academic quality of the college. Texts for teaching should be born out of researches done in the college. In addition, services in university education should support efficiently the teaching and research.
The College will make every effort to form men and women for others who will have built at the end of their course of study certain competencies that help them compete globally. This competence is correlated to the ways by which the same people engage themselves with local communities and society in terms of contributing to development of local society. Thus a student who leaves the College will have become globally competitive and locally engaged.
The values mentioned above provides the background against which the following objectives should be seen. They are concerned with Loyola's pursuit of excellence in its teaching, research, and direct contributions to society and in the quality of its staff and students and the environment within which they work
To realize the Master Plan we aim to raise more than 200 Cr rupees develop the college to face the challenges of the future. To this end we will focus
HUMAN CAPITAL: Human Resource Development and management: Building competencies of Teaching and Research Faculty and Non-Teaching Staff
PHYSICAL CAPITAL: building infrastructure - Hostels for boys and girls, Loyola School of Business Studies, Engineering college, Medical Centre, Library, auditorium, Canteen and so on.
FOUNDATIONAL CAPITAL: Supporting the students with Studentships, Scholarships, Awards
INTELLECTUAL CAPITAL: instituting lectureships, Endowed posts, Chairs, Projects for theoretical and practical research
LOYOLA HOSTEL: We need to build a hostel for the boys. The present structure is not only sufficient but also many blocks have been rendered dilapidated. The budget is estimated to be 62 Cr.
LOYOLA SCHOOL OF BUSINESS STUDIES: Over the years we have realised that applicants to commerce and commerce related courses have greatly increased. But the infrastructure we have and the facilities we use fall below the standard of a world class institution. We plan to build a school with state-of-the art facilities that would accommodate students of commerce, and economics. This would cost 15 Cr.
AUDITORIUM: we aim to build an auditorium that would accommodate two thousand people and house an indoor stadium. For this the estimated cost would be 30 Cr while we make efforts to achieve these projects, we will also work on raising funds for the engineering college, medical centre, canteen and other research facilities.
- You can give starting from five hundred to crore rupees. You can give to individual projects or for the development of the college
- Signing a cheque/DD in favour of Fr Principal, Loyola College (on the back of the cheque print 'for development of the college') and send it to
Dean for External Affairs and Development,
Loyola Development Office,
Loyola College ,
Chennai 600 034, Tamil Nadu, India .
- Organising an event in your city or area in which you could invite potential donors to contribute to the projects
- Organising Loyola Alumni/ae to fund the projects
- Helping us with information about foundations and individual donors who would be generous to give
- For substantial benefactions a block or hall or a room will be named after the person or the group or the family
- All the donors' names will appear in the Loyola Centenary Arch
- Loyola College can bestow upon an individual donor a Medal of Honour
- Loyola College can institute an award to meritorious students in the name of donors who give a substantial amounts
|
