Principal Punde Resigns II
This post must be read in conjunction to the earlier one.
This post is constructed to understand what a Principal of an Institution can mean and do to and for an Institution. I have never seen such phenomenal amount of work done by any principal in the past 10 years that I have been associated with Academy of Architecture. And all this work has been achieved only in 2 years of holding the seat.
So let us recount what changes our recently resigned principal, Mr. Ravindra Punde brought in the last two years:
1. SPACE: The issue of space has been central to the problems of Academy since a long time now. An architecture college needs to have a 24-hour work space, since creative process is closely linked to personal environment.
a. Rethinking space v/s activity: Till many years, we believed that space cannot be created in the premises of Rachana Sansad, since all possible space is already occupied. It was Ravindra Punde who rethought the problem itself. He made a quick survey of space usage versus activity; the outcome of which revealed that many activites required lesser spaces than designated. Much dead objects (old archives, records, etc.) occupied lively space of the building.
b. Obtaining NASA room: The possession for the room on first floor (which was a fairly large space used only for NASA, which lied till a long time with the bank) was taken and opened up to be used as a 24 hour space.
c. Additional space (lift block for storage): Other opportunities of potentially opening up dead spaces for students were capitalized upon. The dead extra lift block was floored and a good amount of space on all floors was created. An information centre was created on ground floor and Stationery too was offered a gracious space. This space was to be eventually given to the students to store their models, sheets, etc.
2. INFRASTRUCTURE
a. Computers: Quotes were ordered from various companies and best of computers were ordered. About 10 new internet PCs were installed in the library given to students for surfing free (that the connection was slow must be completely kept aside from the discussion). Another 40 pcs were installed in the Computer centre.
b. Library: Systemic changes were brought in the library. Numerous books of the library, that lay with management for months on their issue cards, were got for the students back to the library. Audits were seriously checked and it was found that 1500 books have been lost over the past years. Essential books were scanned, digitized and made available to students under his instructions. “Must Read” sections were created for students. Librarians were held more accountable, and asked to perform better and more efficiently. Payments were sometimes made personally by Mr. Punde, overlooking management bureaucracy that ruined the system. An online as well as offilne membership with the British Council Library was also made available to some faculty for research and further study. Books ordered from the BCL added value to the already existing collection of AOA.An archive section has recently been created for the Institute.
c. Workspaces: Larger ideas of faculty work spaces were envisioned. Layout plans were seriously reconsidered and all floors were made more efficient in terms of space planning. Chaos regarding space for class rooms was resolved. All this was done in conjunction to suggestions by various staff and faculty. The library plan too was reconsidered but not implemented due to the perpetual lethargy and internal politics of library staff, as well as lack of initiative from my side (I was the library in-charge). TT area and the gound floor of the college was strategically activated for student activites, allowing greater interaction with all other other departments. Most other departments took this idea forward to hold their exhibitions on the ground floor instead of their own isolated floors.
3. NETWORK
a. Logo: Academy finally got its own identity, completely through student participation. Academy’s logo – a student entry over a design competition for the aoa logo, was used for all official communication of AOA. It freed us from the long old tradition of using the Rachana logo, which overshadowed Academy, which has always been an independent entity.
b. Website: The AOA website was put together only under the instructions of Mr. Punde. Faculty worked, prepared layouts, revised and put together a completely modern face for AOA – one that very few colleges can boast of today. To the effect that I remember the bills were initially cleared from his own pocket.
c. E mail network: Academy was one of the first Architecture institutions where each student and faculty got his/her own official institution e mail id. Students could personally communicate with the faculty and voice opinions and suggestions. Faculty got a professional communication link. All this only through his professional attitude – contacting google and setting up a great long term infrastructure for college. Eventually, google sites were used for sharing documents, meeting minutes, opinion forms, etc.
4. PEOPLE
a. Best professionals: He got the best professionals in the respective fields to interact with the students. I can not count all names, but students got an opportunity to interact with most proactive people in the country.
b. Filling in Requisite staff: While the COA stipulates 16 permanent faculty, for a long time we had ONLY 6. The money was conveniently saved at the cost of students’ loss. His first action was to recruit and fill up most seats with permanent faculty who could help students, share administrative load and initiate more programs and events for students. Not only that, attempt was to hunt for better people, thinking individuals.
c. Cross networking within design institutes at Rachana: Different programs at Rachana do not talk with each other. Scholars from all institutes within Rachana were made to interact through various elective programs. The biggest proof is the fact that the entire graphics class was taken by the Art department for the academic year 2011-12
5. EVENTS
a. Electives for all 5 years: Realizing that all students have different interests, electives were opened for all years. Inspite of space constraints, multiple arrangements were made and the program was executed. We experienced management problems, but students got to interact with diverse subjects – 10 in all, vertically across classes – for the first time as a mainstream curricular activity.
b. Open juries: A jury day – a concept never thought of before, allowed students across classes to openly view each others work, thus fostering dialogue, communication and exchange of ideas. Academy of Architecture’s energy during such juries was tripled and a new enthusiasm took over. Design professionals met and discussed ideas – the space seemed a thriving place for discussion.
c. Design Dialogue: Monthly seminar series was initiated to push design thinking in the institute. International and national experts in various fields were called and students were open to interact with them. People from the best of Universities abroad, at high teaching and professional positions were made available for discussion.
d. Vertical Studio: A 3-week intensive vertical studio was devised as an idea to tackle with the NASA lapse. This great opportunity allowed students to engage closely with the city and other issues. People from all kinds of backgrounds poured into Academy making Architecture realize its real potential and scope. Students got to talk to planners, journalists and economists face to face. At the same time, they got to interact with each other across the aided-unaided division. Huge amount of Knowledge was produced. Important ties with outside institutions were established.
e. Alumni Meet: The importance of alumni was realized and networks were re-established. These networks helped in sourcing scholarships for needy students, infrastructure building fund, important faculty and potential creative people back to Academy. Their expertise was made available to the students.
f. Awards / NIASA, CCGM, Meenal Panchal Award, etc : Selection process for awards was made more transparent and formal internal selection process was established. This system was based on mark, merit and design. Such system removed any kind of bias or favouratism, which is one of the most common complaints of students.
g. Annual Lecture: I never remember before of having an ANNUAL LECTURE. We had an Annual lecture where a prominent person was invited especially for sharing his thoughts and ideas with students – the event was made open to all students, alumni, all design professionals and other interested people.
h. Cultural Events: Long lost cultural events like the SPIC MACAY were revived. I was happy to attend a classical music session in the premises of academy after almost 6 years…
6. MONEY
a. Scholarships: Strong scholarship schemes were under the agenda of Prof. Punde. Ties with alumni were strengthened so that the needy students could be helped financially. In addition, Punde Sir was himself funding a student or two (as per my knowledge). These agendas were to be soon formalized for the subsequent years.
b. Funding offers: Talks with various institutions and firms were on to obtain funds for building up infrastructure for the college and student community. These are countless to number and all of his professional expertise was put to best use for Academy’s growth.
c. Concessions: Bargains with companies like Autodesk, Google and such others were made to make most recent softwares freely available to all students of Academy of Architecture.
7. ADMINISTRATION
a. Tightening of rules: Rules for all staff and students were tightened. Marks and attendance finally became a serious business. On the other hand, long old permanent faculty’s collected holidays and rampant study tours were questioned as per the compendium rules. The blind rule of Mr. Pathak (administrative officer) and Vijay Chindarkar (Controller of Examination) was seriously brought under a scanner. Non-teaching staff no longer assumed superior control of the situation and they were put to more use. Lethargic people were made to work harder and work profiles of each individual were clearly defined. Roles of each person were elucidated. Induction copies were made and handed over with appointment letters. Age old letter formats were rectified and language was polished. Loopholes within language was attempted to clear out.
b. Giving appropriate compensation: All faculties’ interest in achieving pays as per the Sixth Pay commission were seriously considered and acted upon. Within one year, most faculty (permanent as well as visiting) was receiving much appreciated salaries. Again, misinterpretation of rules by redundant old babus was overthrown.
c. Efficient use of people: People who spent long hours doing nothing in their cabins were put to rigorous work. This may have attracted a lot of criticism. Making unnecessarily comfortable people work has unfortunately brought him a lot of political non-support. However, in the interest of revitalizing the inefficient functioning of the system, Mr. Punde took a lot of effort to see that each individual gave his best for the betterment of the institution.
8. REFORMS IN EDUCATION: Mr. Punde had larger vision for the future of architectural education in the country. I have had the opportunity of debating these ideas with him on multiple occasions, at length. Each time, he listened patiently and gave a sharp analysis. He realized that changes at Academy are tied to larger bodies like the Mumbai University, which dicates the syllabus of the five year B Arch programme.
a. Change of syllabus: Mr. Punde initiated a larger discussion with the internal faculty on how must the syllabus be revised so that our future architects are better equipped to handle the complexities of emerging urban conditions. Lots of meetings with numerous pedagogues and academicians took place at academy and have still been taking place. At the same time, new syllabus was proposed to the Mumbai University.
b. Change in examination patterns at AOA: Redundancy of semester examination for all years was realized and unnecessary exams were removed. Rather, this time was to be used by students and faculty more productively to create and share knowledge instead of mugging up mundane subject notes.
I hope this document shall make us realize what we lost. But at the same time, I want to use this document to ascertain that a successor to this position, if any must be ready to follow up ALL the above initiatives and keep devising newer ones for the betterment and real progress of the institution and individual.
I am deeply disappointed to have lost our Santa Claus.
