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Criterion 6- Governance, Leadership and Management (100) |
6.1: Institutional Vision and Leadership |
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6.1.1 The governance and leadership is in accordance with vision and mission of the institution and it is visible in various institutional practices such as decentralization and participation in the institutional governance |
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6.2: Strategy Development and Deployment
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6.2.1 The institutional perspective plan is effectively deployed and functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment, service rules, and procedures, etc
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6.2.2: Institution implements e-governance in its operations |
| 6.2.2(1) Invoices |
6.2.2(2) ERP document |
| 6.2.2(3) Screenshots |
| 6.2.2(4) Annual report |
| 6.2.2(5) Policy document |
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| 6.3: Faculty Empowerment Strategies |
6.3.1 The institution has performance appraisal system, effective welfare measures for teaching and non-teaching staff and avenues for career development/progression |
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6.3.2 Percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the last five years |
| 6.3.2 (1) List of Full time teachers received financial support along with sanctioned letters during 2021-22 |
| 6.3.2 (2) List of Full time teachers received financial support along with sanctioned letters during 2020-21 |
| 6.3.2 (3) List of Full time teachers received financial support along with sanctioned letters during 2019-20 |
| 6.3.2 (4) List of Full time teachers received financial support along with sanctioned letters during 2018-19 |
| 6.3.2 (5) List of Full time teachers received financial support along with sanctioned letters during 2017-18 |
| 6.3.2 (6) Policy document |
| 6.3.2 (7) Audit statement |
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6.3.3 Percentage of teaching and non-teaching staff participating in Faculty development Programmes (FDP), professional development
/administrative training programs during the last five years |
| 6.3.3 (1) Documents for faculty participation in professional development programs and administrative training programs during 2021-22 |
| 6.3.3 (2) Documents for faculty participation in professional development programs and administrative training programs during 2020-21 |
| 6.3.3 (3) Documents for faculty participation in professional development programs and administrative training programs during 2019-20 |
| 6.3.3 (4) Documents for faculty participation in professional development programs and administrative training programs during 2018-19 |
| 6.3.3 (5) Documents for faculty participation in professional development programs and administrative training programs during 2017-18 |
| 6.3.3 (6) Annual report |
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6.4: Financial Management and Resource Mobilization |
6.4.1 Institution has strategies for mobilization and optimal utilization of resources and funds from various sources (government/ non- government organizations) and it conducts financial audits regularly (internal and external) |
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6.5: Internal Quality Assurance System |
6.5.1 Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes. It reviews teaching learning process, structures & methodologies of operations and learning outcomes at periodic intervals and records the incremental improvement in various activities |
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| 6.5.2 Quality assurance initiatives of the institution include: |
| 6.5.2 (1) IQAC Minutes of meeting |
| 6.5.2 (2) academic & administrative audit |
| 6.5.2 (3) List of colloborations with other institutions along with colloborated letters |
| 6.5.2 (4) Documents related to NIRF participation |
| 6.5.2 (5) e copies of recognition letters |
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