The proceedings in the hall were organised around structured collaborative activities aimed at strengthening idea development, peer review, and institutional alignment. Participants engaged in focused discussions that enabled the systematic sharing, critique, and refinement of proposals within a limited timeframe.
One of the key activities conducted was the World Café session, which served as a platform for cross-group dialogue and idea exchange. The session followed a rotating discussion format designed to encourage cross-pollination of ideas across thematic areas. Each group designated two hosts to remain at their table: one member presented the group’s proposal through a five-minute laptop-based presentation, while the second documented feedback and observations. The remaining members rotated as visitors across four structured rounds of nineteen minutes each, engaging with multiple groups during the session. This structure allowed ideas to be examined from diverse academic, research, and administrative perspectives, contributing to improved clarity, feasibility, and alignment with institutional priorities.
During the session, Group 49 proposed an AI-assisted digital application to streamline assessment processes. The system enables tutors to input outcome-aligned rubrics to generate automated scores and criterion-linked feedback while retaining final academic judgment, thereby reducing workload and improving feedback consistency.
Group 50 presented a university-wide platform to enhance the visibility of undergraduate research, proposing the selection of high-quality student projects from colleges for oral or poster presentations at the Office of the Vice Chancellor, with selected outputs published in the Bhutan Journal of Research and Development.
Group 51 focused on addressing faculty self-doubt in scholarly writing through a contextualised training manual and a ten-day capacity-building programme for early- and mid-career academics to improve publication quality and rigor.
Group 52 proposed a digitised and transparent Human Resource Development platform to reform recruitment and workload allocation, using empirical indicators for equitable distribution and institutionalising international benchmarking for academic programmes.
Group 53 addressed faculty attrition through a three-pillar model encompassing structured career progression, recognition and incentives, and well-being, with an emphasis on non-monetary rewards such as sabbatical opportunities and peer mentoring.
Group 54 proposed transforming static Standard Operating Procedures into functional tools, including workflow charts and digital monitoring dashboards, linking SOP compliance to performance evaluation to improve administrative and research efficiency.
Group 55 introduced a scalable digital platform to address bottlenecks in tertiary education by offering flexible entry points, modular learning pathways, and professional certifications supported by learning analytics.
Group 56 reconceptualised professional development as a continuous career requirement rather than an episodic activity, identifying the Annual Faculty Meet as a central platform for sustained, year-long faculty learning with differentiated support for early-career and senior faculty.
Overall, the World Café session enabled meaningful peer engagement, reduced duplication of ideas, and strengthened proposals through collective feedback, contributing positively to the quality and readiness of the ideas presented.