The document discusses self-sustainability for research organizations. It defines sustainability as ensuring continuity of operations without risking existence or growth. This requires generating resources for daily operations and the future. To achieve self-sustainability, an organization must understand the concept from basics, develop an appropriate vision and mandate, and view self-sustainability as a driving force rather than a challenge. Key factors include human expertise, facilities, research, development and validation processes, and varied, high-quality outputs. The organization also needs systems, tools and other components working in an integrated manner.

1. SHRIRAM INSTITUTE FOR INDUSTRIAL RESEARCH
19, UNIVERSITY ROAD, DELHI – 110007
(INDIA)
www.shriraminstitute.org
Self-Sustainability Through LABNET
Project of WAITRO

2. SELF-SUSTAINABILITY
 Definition
 Concept
 To achieve self-sustainability for a research
organization, one has to understand the whole
concept from its basics
 Developing and adopting the appropriate vision &
mandate are the key for achieving self-sustainability
 Self-sustainability must be taken as a driving force
rather than as a challenge
 Self-sustainability is the key to long term
sustainability, sustainability in its real and true
terms
Components
Factors

3. DEFINITION
Sustainability means:
Assurance of continuity
Continuity of operations without any risk to
existence as much as to growth
Sustainability is to do:
Necessarily with the resource generation for
day-to-day operations plus for future
Not necessarily with profits
Definition must be understood and imbibed

4. CONCEPT
 Sustain what is in operation:
 Keep doing things that matter
 Remain visible
 Keep developments in sight
 Create capabilities to suit future needs and developments
Focus on building up of strengths by not necessarily
doing too many new things at a time but necessarily
by taking care of the weaknesses in the system
Seize opportunities, keeping a check on weaknesses
as well as the threats and capitalize on strengths

5. COMPONENTS
 Vision
 Mandate
 Operational philosophy
 Systems for :
 Policies
 Appraisal
 Controls
 Governance
 Expert manpower
 State-of-the-art facilities
 Mechanism of coordination
All essential components must be in place for making
success of the venture
An integrated approach of facilitating the coordination
amongst various components

6. FACTORS
Inputs Related
Operation
Related
Output Related
Each factor has its own significance and impact on the
others; they are all inter-related
All the factors have to be examined & understood well

7. FACTORS: INPUT RELATED EXPERTISE
Will be key for image
Will always bring sponsors on a regular basis
One good output brings many challenging tasks
for the experts
Facilities:
 A tool for experts to exploit knowledge for good
 Will enable create an edge over competitors
Human resource and human resource development
are the most important
Facilities with state-of-the-art equipment etc are
essential

8. FACTORS: OPERATION RELATED
 Integrity
 Transparency
 confidentiality
 Diversity
Unbiased and independent ways of working
Customer focus and as per agreed deliverables
Respecting time lines
Creation of new knowledge and nurturing
innovations
Optimum resources utilization for resource
generation can be a useful measure of operational
efficiency
Quality
Accreditation
Systems

9. FACTORS: OUTPUT RELATED
 Uniqueness
 Novelty
 Value creation
 Value addition
 International standards
 multidimensional
 Output is what one is known for
 Output with visible impact ensures the inflow of projects
 Quality of output makes the sponsors captive
 Diversified and yet focussed way of working are
responsible for the demand of the output by varied
stakeholders
 Work for 360° coverage
Cutting edge
Capability Building
Benefit to sponsor
Cost-effectiveness
Global recognition
Wide coverage
Features Significance

10. OPERATIONS: MECHANISM
INPUT
PROCESS
OUTPUT
Machines
Equipment
Software
Executor
Planner
Quality Systems
Quality Policy
Studies
Differentiation
Assessment
Analysis
Research
Development
Validation
Inspection
Quality Control
Opinion Report
Publications
Patents
Consultancy
Training
Tech. Transfer
Certification
While output generates resources, the inputs & processes are cost-
intensive and thus, should be kept under check
Output must generate not only for the present but also for the future
Innovation is needed to keep the costs in control
Experts

11. INPUT: HUMAN RESOURCE
Objective:
a) Expertise
Specialization
Knowledge
Criteria
 Qualifications
 Field of work
Development Methodologies
 Challenging tasks to perform
 Continuing education, training & mentoring
b) Multi-tasking
Experience
Skill
Aptitude
Attitude
c) Continuous value addition
Research assignments
Higher degrees or diplomas
 Perfect Selection
 Appropriate Induction
Proper opportunities
Significant freedom
 The most essential factor

12. INPUT: TOOLS
Objective:
a) Unique
State-of-the-art
Niche applications
Criteria
 Industry Trends
 Capability Building
Development-Methodologies
 Training for interpretation
 Outreaching to user industries
 utilization in diversified fields
b) Output specific
Utilization
Resource Generation
c) Requirement specific
Regular and diversified demand
Comprehensive
All equipment, machines and systems must be acquired with
proper justification
Control systems in place to keep check on the utilization efficiency
Collaborative Research
In house-Projects

13. INPUT: SYSTEMS
b) Coordinated
Checks and balance
Eliminates gap areas
c) Target-specific
Efficiency - specific
 System should not only provide checks and balances or controls
but they must also help the efficiency to improve
 Systems must have access controls in design philosophy
 Systems must have flexibility for correction
Objective
a) Fool-proof
Independent of individual
All factors envisaged
Criteria
 Enhancement of through put
 Easy to operate
Development Methodologies
 Continuous up-gradation
 Interactions
Access controls
Feed back-based

14. PROCESS: RESEARCH
 Should be helpful in creating capability while bringing
name and fame for the Institute
 A tool to create collaborations with the university and
industries for better future
 Helps become bridge between academia and
industries; essential for growth
Criteria
 Type
 Nature
Methodologies
 Sponsored
 Collaborative
Time-period
Output
Inhouse
Off-shoots

15. PROCESS: DEVELOPMENT & VALIDATION
Development & validation capability ensures the
regular projects of challenging type and of varied
nature from sponsors of different sectors
Enables to create novelty and innovations
Criteria
 Industry - focus
 Value addition
Methodologies
 Interactions with industries
 MOUs with Govt. funding agencies
 Global network
Value creation
Cost-effective

16. PROCESS: ACCREDITATIONS
Key for status and international recognition
Guarantees the regular inflow of jobs
Most important for self-sustainability
Criteria
 Area specific
 As per industry trends
Methodologies
 Interactions with industries, policy makers &
regulators on a regular basis
 Collaboration with Universities
 Inhouse projects for capabilities

17. OUTPUT: VARIED AND CHALLENGING
Output has to be unique and valuable each time
and every time; cutting edge
Unbiased and fair output makes the sponsors
captive; winning confidence of sponsors!
Criteria
 Value addition
 Innovation
 Novelty
Methodologies
 Workshops
 Seminars
Visits
Committees

18. Thank You