Article I
The Managing Committee of the BSM and the General Body of BSM have felt the necessity of having a well thought of and futuristic Master Plan for BSM, so that all future initiatives, projects and programmers are undertaken keeping the long term perspective in mind for systematic, healthy, planned and programmed growth of the activities of BSM

Article II
Such a LTMP shall be in conformity with the OBJECTS and other provisions of BSM, as set out in the Constitution of BSM, existing/under revision.

Article III
The tenure or the time frame of the LTPM shall be ten years; from the year the Plan is put in the implementation mode, in two phases. The first phase of the first five years shall be more of a definitive nature, to be implemented and executed, in well-set time frame (where the plans are firmed up). The second phase of the next five years shall primarily be by way of intentions, and guidelines.

Such a programme is not static in nature. Depending on the progress made in the previous years, changes in the prevailing circumstances, funds availability, new opportunities and handicaps, changes in the govt. policies (particularly, with reference to education) the Plan may need mid-course corrections.

At the end of each period of five years, a further period of five years is added, so as to maintain continuity of 10-year tenure. The progress on the implementation of the LTMP shall be reviewed every two years, on an on-going basis, based primarily on the report of the MC.

Article IV
The LTMP is conceptualized in various dimensions:


Continuous improvements in the quality of education various institutions of BSM impart and the objective of overall and all-round development of students shall be the basic consideration in formulation of the LTMP and our efforts in implementing it.

This shall include:

i: Striving on continuous basis to improve the quality of education we impart in our institutions.

ii: Improving the learning and rational thinking abilities of our students and make our processes in inculcating and strengthening self learning faculties.

iii: Encouraging students to participate in sports/games and physical education/gymnastics.

iv: Encouraging students to participate and excel in various extra curricular activities.

v: Encouraging students to participate in various competitive examinations.

vi: Ensuring that more and more students participate in iii, iv and v above and improve quality of results.

vii: Encourage students to inculcate in themselves good reading habits.

Viii: Create atmosphere and environment to create and induce in students good values, discipline, good behavior and manners to help them stand-out in their chosen carriers

ix: Create clean, green and healthy environment in our entire premises.

B - GROWTH Efforts for growth shall be by way of-

i: Increasing the number of institutions under the Mandal 

ii: Increasing the number of students enrolled

iii: Offering a number of new subjects/courses/media of instruction (e.g. a full fledged English medium school)

iv By way of acquiring   educational institutions with their assets or by taking over management Control or by both.


i: Some of the existing assets will need replacements, from time to time, such as school benches, library books, sports and gymnastic equipment, building aging out.

ii: Additions to assets, necessitated by growth or to enhance the facilities (e.g. library books, sports and gymnastic equipment now classrooms & infrastrucural facilities.)

iii: Major additions to assets-extension/major modifications to existing structures,

iv: Construction of new buildings to accommodate growth or to create additional facilities.


All the above will need infusion of funds. Depending upon the plans in respect of the above and the corresponding cost estimates, the Mandal will have to organize to raise the requisite funds and find ways and means for the same. This shall be a collective effort by the office-bearers, MC members and the Heads and staff of the institutions. A sub-committee of the MC shall monitor these efforts.

It is understood that the execution of our growth plans is primarily dependent on time availability of adequate funds. Paucity of funds can greatly jeopardize/delay our growth plans

The Administrative machinery of the Mandal and the Institutionswill have to be in line with the size and complexity of our operations.

i: The administration of the Mandal and the institutes of the Mandal will need to be toned up to make it responsive, pro-active, quick to act, to be able to take initiatives, to be cost conscious, accountable and up- to- date with records and accounts.

ii: The administration shall supervise and ensure that the BSM and the Heads of institutions  comply timely with all statutory and legal requirements and directives from the Govt.


Over a period of time and by conscious and sustained efforts BSM and the institutions under it must endeavour and strive to regain and build up a reputation as responsible and responsive institutions and enjoy a high level of respect from students/parents and the community, at large.

This, besides establishing a name for themselves, will help qualitatively better students seeking admissions to the BSM educational institutions and thus help improve performance and quality standards. This, in turn would also help generate goodwill (this should help funds raising)


BSM and its institutions shall endeavour to maintain good and healthy Public Relations with past students, parents, officials, well-wishers and the community. This shall be an on-going process. These efforts do give returns, in long term, although the results are at times are invisible or not quantifiable.

Article V  

The Long Term Master Plan shall be taken for implementation once approved by the MC and then by the General Body, in letter and more in spirit.

Bi-yearly review done by the MC shall be tabled before the General Body, in the very next GB meeting for its consideration and directions.

Any change--, particularly, substantial/long-term/affecting finances of Mandal/changing course of direction shall need  approval by the GB.

Article VI


Any plan or planning without a well-defined time schedule for completion would induce uncontrolled delays, with adverse impact on costs and quality. Any proposal for a project shall be a complete in all aspects, including justification for undertaking the project. While putting up a project for approval, time schedule and cost estimates must also be presented and approved.  Any project with estimated costs of less than Rs 1.00 lac will need approval by the MC and approval by the GB for estimated costs in excess of this amount.



One of the Objects in the BSM Constitution is qualitative and overall, multi-dimensional growth of it’s students.

Quality of education is manifested in a variety of ways. Do the students understand the subjects being taught? Do they assimilate it? Do they retain the knowledge? Do we create environment conducive to learning process? Beside the prescribed curriculum, what do we do for character/culture building and for imbibing good values? How do we encourage students and involve them in cultivating reading habit, participate in sports/gymnastics, take part in competitive examinations, sports, elocution, arts etc? One measure to assess students is the results of the final exam for each class, every year. Do we strive to improve this year-by-year?

What efforts do we do to improve results at the SSC and HSC exams? It is not only the percentage of students passing, but also the quality of results that matters (one measure suggested: sigma of %age of marks obtained by each passing students/number of students, and improvement in this quotient).

Quality improvement is a never-ending process. Each of institution must set multi-faceted improvement oriented targets for themselves, year to year and strive to meet them.

Each educational institution under BSM shall submit a plan of quality improvements, covering a period of two academic years. These plans shall be put for approval to the MC and taken for implementation on approval. Head of each institution shall present a progress report to the MC on completion of each academic year and seek guidance and directions.

Article IV B, GROWTH

A: In normal course, without any specific efforts, the number of students seeking fresh admissions itself would put pressure to grow by more students seeking enrollment. A modest target would be about nett addition of 30 students every year, or one division, every two years, ie 150 students in first phase of five years of the 10-year plan.

Infrastructure for this growth needs to be planned for.

B: There is a growing demand for full fledged English medium schools. With the advantage of our location, we are quite well placed for this. Such a school should be an independent entity, probably in the non-aided category( our planning should be based on this assumption). Even with only one class of about 45-50 students admitted for the first year (standard I), such a school would add 225-250 student in five years or 450 to 500 students in one full cycle (1st to 10th standard) in 10 years. Such a school would need massive investment in creating infrastructure, although in phased manner. BSM must consider such a project in its LTMP. This, however need a detailed viability study and extensive pre-planning.

C: With schools from Play School to arts/commerce/science streams in the +2, we have nothing more to add in this pattern (10+2). Our efforts in +2 areas should be concentrated on consolidation and quality improvements. We can however think of offering more subjects for the SSC and HSC exams.

D: Employment/self-employment enabling vocational courses: Many of our students are unable to continue further education beyond 10th/12th standards or even drop-out earlier. The education up to this level is hardly employment enabling, particularly in the absence of any vocational skills. We have plans to start short/medium term vocational courses for trades of masons, carpenters, electrician, plumbers etc. Such courses would require fairly large investment and would not entail large recurring expenses. This will provide employment/self-employment oriented skill and vastly improve the employability. BSM should plan starting such courses in yearsto come.

E: Growth through acquiring educational institutions or acquiring management Control is another growth avenue, which we need to consider, as and when suitable opportunities come up. One or two such proposals were sounded in last 2-3 years. However, due to lack of initiative on our part or lack of pro-active actions, nothing seems to have moved further. We should be on look-out of such opportunities, examine these expeditiously and take decision, one way or the other.

F: We have the following plans and projects for the first five year period of this Master Plan:

1. Re-model and complete the incomplete structure of the Sports Complex to house gymnastics/in-door games facility and the rooms for the Play School and Balwadi, in the first phase.

2. Construct a large hall of about 6000 sq. ft on the second floor to serve as a meeting place, extra-curricular activities and to be let out on holidays(as a source of income)

3. Construct phase C of the Master Plan for needs of Senior College.

4. Major repairs and extension of the Bhagoji Keer Hall.

Article IV C, D
Paucity of funds has been, is and probably shall remain the biggest challenge for BSM. All our plans and projects shall remain only on paper, if we are not able to generate large amounts of funds every year, year after year.

Even for the projects above, which we need to execute urgently in next five years, we need Rs 500 L, in immediate future and Rs 15-20 L every year, if we have to implement the planned projects.

This is a challenging task and sustained unflinching efforts are needed form all. The Finance Committee has submitted a Report to the MC on this about two years back. No action seems to have been taken pursuant to this Report.

Students- past and present (including those abroad), parents, teachers and staff- past and present, well-wishers, benevolent individuals and various Trusts are possible sources for raising funds. Each of these constituents will need to be approached differently. We must be able to approach the prospective donors with definite plans and authentic cost estimates.  It should be individual and collective (in small groups) responsibility and accountability of each MC member and Heads of institutions. Targets need to be set and actual performance needs to be reviewed every year.

Article IV D
Toning up the Administration is a joint and on-going responsibility of the Chairman, Vice Chairmen, Secretary/Joint Secretaries and the Heads of the institutions.

Article IV F
Enhancing the reputation of the institutions is a collective responsibility of all Heads of institutions under BSM. Teachers and the staff in each institution are part of this team and BSM to provide support and compliment the efforts.

It is necessary to understand as to what generates respect and what builds up reputation and then working in those directions.

Article IV G
Everybody associated with BSM or the institutions under BSM is a PR agent-from the Sevak in a institution to the Heads and from the ordinary member to the President of BSM. PR is built through the collective day-to-day conduct and deliberate attempts to work on various dimensions of PR. Guidelines on this subject need to be evolved, understood and accepted and practiced by all the above. Our contact and communication with past students and parents in this regard is low and much improvement is desirable and urgently needed.

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