Institute of Modern Languages

Academics / IML

Mission

Vision

To become one of the leading institutes in the country by setting standards of excellence in innovative language teaching, curriculum designing, promoting professional development through teacher training, fostering cross-cultural understanding, and expanding employment opportunities within and  beyond the borders
 

Mission

To provide education and training in modern languages such as Arabic, Bangla, Chinese, English, French, German, Hindi, Italian, Japanese, Korean, Persian, Russian and Spanish that equip students with real-world skills to respond to the rapidly changing linguistic needs of the current world, and make significant contribution to the economic development of our own communities by acquiring attitudes, values, and skills that enhance cross-cultural communications.

At the moment although the institute concentrates only on Certificate and Diploma programs, it looks to open MA courses in all language streams in near future.

 

Objectives

The objectives of the institute are to

  1. prepare learners to use foreign languages  effectively, fluently, and accurately in everyday situations and in academic settings
  2. sensitize  learners about the multidisciplinary nature of foreign language learning and teaching
  3. enable learners to use their knowledge and skill as tools to explore overseas employment opportunities
  4. provide necessary language skills to write international examinations
  5. help students read books, novels, and articles in the original version or language
  6. enable students to write short essays, reports, and do official communications
  7. create awareness among learners about  different cultures, traditions, and customs
  8. make learners  techno savvy
  9. enhance leadership qualities among students to take initiatives and responsibilities
  10. transform students into human resources to contribute significantly to the millennium development goals
  11. foster the analytical and critical abilities among learners
 
IML at SUST

Tactical Aims/Strategic Plans and Key Performance Indicators

The institute relentlessly pilots through an intricate network of activities and programs to sustain its application keeping in mind that the end results of these actions are only as fruitful as the capacity to quantify, announce, and perform on them. It is essential that the institute adopt a pragmatic tactic to make sure that binding, unfailing, and suitable methods of its performance are made voluntarily accessible that may in turn support the application and operation of its strategy, institutional learning, program enhancing, risk minimizing, and constant reporting on performance.     

Promote and provide facilities to achieve skills and proficiencies in modern languages such as Arabic, Bangla, Chinese, English, French, German, Hindi, Italian, Japanese, Korean, Persian, Russian and Spanish. Provide teaching, training, guidance in order to prepare learners for the beginner, intermediate and advanced levels. Implement setting up of different programs such as BA, MA, and MPhil in different languages.

Take measures for various tutelages on language skills and facilitate linguistic scholars and employees of different organizations to meet the needs of 21st century. 6-month Certificate and 1-year Diploma programs in Arabic, English, French, German and Japanese are offered right now. 

Develop an Objective Based Curriculum in 1-year time under short-term plan for all 5 language courses offered in conjunction with a thoroughly revamped state of the art course materials readily available for all learners and faculties. Make the lab and library facilities easily accessible for all students and faculties with user friendly software and computer programs in conjunction with 24-hour high-speed internet connectivity. 

Make sure that the student advisor be instantly reachable and all issues of the learners regarding the curriculum and learning are readily addressed. 

Enhance the number of students by making the institute well-known in the region by means of publicity through electronic and print media and other means of advertisement such as posting posters, banners, and billboards. Make the admission process simple, less time-consuming, and easily manageable.   

Launch 4-year Bachelor’s in Arabic, German and Japanese languages and 1-year Master’s in English and French, and 6-month Certificate and 1-year Diploma in Chinese, Hindi, Italian, Korean, Persian, and Russian. 

Hire at least 20 more highly competent permanent faculties along with 10 part time and guest faculties for the concerned languages and 8 more office staff for smooth running of the administration.

Substantially develop the classroom-lab-library facilities along with the office space. 

TACTICAL AIMS

KPIs

  1. Build a sustainable research-oriented learning environment 
  • Thoroughly complete and pertinent recognized regulation on structures and governance for performance management 
  1. Create a mighty quality assurance culture 
  • Total review of strategic plans 
  1. Develop an inclusive outline for swotting the overall performance of the institute 
  • No less than 90% of the staff-members attain targets
  1. Corroborate and materialize a fruitful framework for staff-member performance management system
  • More than half of the workforce score minimum 3 in yearly performance evaluation on a scale of 5
  1. Develop and materialize a reviewing and implementation plan for the institute 
  • No less than 90% compliance with performance management system 
  1. Screen the activities behind internationalization of the institute
  • No less than 80% of the short-term and long-term plans achieved 

Tactical Design/Strategic Plan

TACTICAL PRIORITY

KEY PERFORMANCE INDICATORS AND METRICS 

RESEARCH AND TEACHING 

Build a lively academic ambience that contributes to pertinent sate of the art research 

KPIs

  • Rank among top 2 language institutes in Bangladesh in coming 10 years
  • No less than 50% of labs and learning facilities revamped 
  • No less than 50% enhancement in user access for all library and lab facilities
  • Substantial increase in the number of students in all five languages in both Certificate and Diploma programs, especially in Diploma
  • Significant growth of graduates finding employment in foreign missions and various jobs in foreign countries with the degrees achieved from the institute   
  • No less than 90% in growth in publications by faculty members in high impact journals in relevant fields
  • No less than 80% upsurge in funding for enhancing standard teaching facilities, hiring of skilled personnel, and research 

Required Metrics 

  • High Certificate/Diploma admission ratio commensurate with the top 2 language institutes of the nation
  • Found a least number of active tactical partnership agreements with different national and international employment agencies for graduate placement
  • Adopt a number of outreach programs to convey relevant information about the institute to the community of the Sylhet Division 
  • Least number of the institute faculties winning national/international competitive grants   

TEACHING & LEARNING 

Bolster academic finesse materializing the highest international standards of teaching, learning, and leadership growth

KPIs

  • No less than 90% of the faculties in all languages should obtain PhDs by 2031
  • All faculties who have earned new PhDs should do at least 1-year post-doctoral
  • No less than 70% of competent mid-career faculties should have access to competitive IQAC training and UGC research facilities and external support
  • All language programs should achieve at least 80% of the teaching performance targets

Required Metrics 

Capacity to attract quality international faculty and students from all corners of the country  

INTERNAL STAKEHOLDERS 

Facilitate an ambience that will guarantee the rewarding experiences for internal stakeholders 

KPIs

  • Quality of students and faculties 
  • No less than 90% internal stakeholder satisfaction rating  
  • Reduced industrial actions 
  • All out perfection in access to water, electricity, and internet
  • Significant improvement in office space for staff, research students, and lecture or classroom space
  • Learners have wider choice in selection of language programs 

GENDER AND DIVERSITY 

Develop the most sustainable environment for equal opportunity in gender and ethnic groups 

KPIs

  • Gender policy adopted by SUST Syndicate
  • Access to the Day Care Center at SUST
  • No less than 50% access to the classroom and lab facilities for the physically challenged 
  • Positive action policy that conforms to SUST statutes with regard to gender equality and conducting the issues of differently abled staff/student 

Required Metrics

  • Ensure facility, which caters to special needs
  • Initiatives taken to maintain the gender balance in order to develop standards 

INSTITUTIONAL PROCESS

Revamp all governance structures to facilitate wider effectiveness and efficiency 

KPIs

  • No less than 90% satisfaction rating in stakeholder assessment of services provided 
  • Clearly defined roles for office staff, faculty, and student
  • Academic programs and teaching materials are reviewed and approved every year
  • Academic Committee, Finance & Account Committee, and Board of Governors make decisions on all issues in far less time than before
  • HR policy of SUST is fully adopted and implemented in the institute  

FINANCIAL PERFORMANCE

Augment the utilization and management of resources at the institute in cooperation with the central administration 

KPIs

  • Purchase Committee and Finance & Accounts Committee fully functional
  • Instantly available information on revenue collected from admission, purchase, and expenditure at all levels
  • Institution accounts regularly prepared and audited
  • Students’ contribution no less than 90% of the total budget
  • Alumni fully organized and motivated to back the financial resources  

Required Metrics

Active Institute and varsity’s funds

Fund boosting targets well-founded and measured

ASSET MANAGEMENT 

Boost up the management of the institute’s assets and facilities making sure that the classroom and all pieces of lab equipment and electronic gadgets stay fully functional 

KPIs

  • Register of all physical and other such as institute’s own copyrighted study materials assets well-founded
  • Accounts and finance management function within varsity 
  • Thoroughly prepared annual reports on all assets duly sent to SUST authority
  • Classrooms, office space, and lab facilities are preserved and modernized when needed and at regular intervals  

Required Metrics 

  • All assets identified at unit level and published in the Asset Register
  • Full compliance with SUST policy for maintenance of asset 
  • Readiness of up-to-date information on state of all assets of the institute 

Monitoring & Evaluation 

Central and institutional structural process for systematic monitoring and evaluation  

KPIs

  • Fully complete and pertinent documented policy on structures and governance for a permanent and solid management
  • All strategic plans thoroughly reviewed 
  • No less than 90% of the staff members attain the targets
  • No less than 70% of the staff score minimum 3 yearly performance rating on a scale of 5
  • No less than 90% compliance with the system of performance management 

Required Metrics

Yearly evaluation of tactical plan at the institutional level with help of IQAC at SUST 

External Stakeholders

Generate stakeholders’ confidence in the capacities of the institute 

KPIs

  • Publications and publicity of the institute attain 100% regularity 
  • Institute’s seminars and public lectures/events are better structured and publicized 
  • Communication with civil society and employment sectors is well focused
  • The institute fosters a useful and operative relationship with the university authority and various embassies and development agencies
  • Institution’s Alumni Association rapport is well organized and coordinated  
  • Required Metrics
  • Number of language programs that attract government funding
  • Stratum of national/international recognition of the institute 
  • Stratum of alumni input to the institute 
  • Number of international references to the publications of the institute   
   

The document stands for the institute’s effort of its awareness to formulate a fruitful future. We are confident that our objectives and aspirations as drawn up will supply considerable motivation for all stakeholders to extend their hands to back up our cause. The commitment we demonstrate in the process of materializing our plans will regulate our efficacy for which we hold ourselves answerable.  

The short and the long-term plans are open for continuous and objective review so that its impact can be fully recognized and the pertinence properly sustained. We are confident that the all-out participation of our faculty members, office staff, and the students in laying out the plans and objectives and the transparency we are determined to maintain in materializing it will put us on a good standing to discharge a substantial impact on the future of the institute. We are resolute to prove to ourselves that we are fully ready to establish our institute as a world-class seat of learning by concentrating on our priorities.