Indian Institute of Technology (IIT)-Delhi, established in 1961, is undergoing a significant curriculum overhaul, aimed at infusing sustainability principles and introducing flexibility into engineering courses to captivate the interest of the younger generation.
Recognizing the need for innovation and adaptability, IIT-Delhi is collaborating with India Inc, recruiters, and educational consultants to incorporate experiential and contemporary learning methodologies.
The institute, publicly funded, confronts a financial challenge with its corpus of ₹600 crore, falling drastically short of the estimated ₹10,000-12,000 crore required for substantial infrastructure development and academic enhancements.
Rangan Banerjee, the Director of IIT-Delhi, articulated the ongoing curriculum review, emphasizing the objectives set for the new curriculum designed to ignite the enthusiasm of first-year students. This comprehensive curriculum overhaul will be implemented across various subjects in the 2024 academic session.
The imperative to adapt stems from evolving teaching methods, technological advancements, and the shifting expectations of today’s students. Director Banerjee noted that the higher education sector worldwide faces the challenge of shortened attention spans, influenced by the pervasive impact of social media.
To cater to the changing landscape, IIT-Delhi aims to prepare approximately 13,000 students for the future by integrating sustainability concepts, flexibility, and a greater focus on project-based coursework. The institution is also working on enhancing the skills of its teaching faculty, while seeking inputs from industry experts, recruiters, and education professionals.
IIT-Delhi’s curriculum overhaul aligns with the larger context of the challenges faced by educational institutions, especially in terms of funding. While some IITs have explored various avenues to raise funds, government grants often fall short of meeting their financial needs.
Unlike premier management institutions such as the Indian Institutes of Management (IIMs), IITs cannot rely on tuition fees to recover costs from students, making financial support crucial. To address this issue, IIT-Delhi and its counterparts are exploring partnerships with alumni, corporate entities, and donors to secure the necessary funding for infrastructure development.
The institute acknowledges that a substantial corpus, in the range of ₹10,000-20,000 crore, is required to make a substantial impact and further their mission of excellence in education and research.
IIT-Delhi is not unique in its funding concerns, as several IITs grapple with the challenge of securing adequate resources. However, the concept of giving back to one’s alma mater, a common practice in Western educational institutions, remains relatively underdeveloped in India.
In an effort to bridge the funding gap, IITs have ventured abroad to the United States for fundraising, showcasing their achievements in science and technology to attract donors. Nevertheless, fostering a culture of giving back within the Indian community remains a work in progress.
In summary, IIT-Delhi’s curriculum overhaul is a strategic response to evolving educational needs and the quest for financial support to maintain and expand its academic excellence. It reflects the broader challenges faced by educational institutions in India in their pursuit of sustainability and progress.
