Criterion-6
Governance, Leadership and Management (100)
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Metric No. |
Description |
Parameters |
Attachments |
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Key Indicator - 6.1 Institutional Vision and Leadership (10) |
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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 |
Institute Vision and Mission |
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List of Governing Body Members |
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MoMs of Governing Body Meeting |
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Key Indicator 6.2 Strategy Development and Deployment (10) |
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6.2.1 |
The functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment and procedures, deployment of institutional Strategic/ perspective/ development plan etc
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Human Resource Policies and Practices |
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Functioning of the Institutional Bodies/Committees |
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Organizational Structure |
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Institution Strategic Plan |
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6.2.2 |
Implementation of e-governance in areas of operation 1. Administration 2. Finance and Accounts 3. Student Admission and Support 4. Examination |
Expenditure statements for the heads of governance implementation reflected in the audited statement |
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ERP document |
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Screen shots of user interfaces of each module reflecting the name of the HEI |
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Annual e-governance report approved by Governing Council |
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Policy document of e-governance |
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Key Indicator 6.3 Faculty Empowerment strategies (35) |
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6.3.1 |
The institution has effective welfare measures andPerformance Appraisal system for teaching and non-teaching staff |
Employee welfare measures |
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Leave Policy for Teaching and non-Teaching Staff |
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Research and Development |
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Staff Appraisal |
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Insurance for Teaching and non-Teaching Staff |
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6.3.2 |
Average percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the last five years |
E-copy of letter/s indicating financial assistance to teachers and list of teachers receiving financial support year-wise under each head |
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Research & Development Policy |
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Audited statements of account highlighting the financial support to faculty |
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6.3.3 |
Percentage of teaching and non-teaching staff participating inFaculty development Programs (FDP), professional development /administrative training programs during the last five years |
List of Participants Faculty development Programmes (FDP), professionaldevelopment /administrative training programs during the last five years |
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Key Indicator 6.4 Financial Management and Resource Mobilization (15) |
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6.4.1 |
Institution has strategies for mobilization and the optimal utilization of resources and funds from various sources(government/non-government organizations) and it conducts financial audits regularly (internal and external) |
Mobilization and Utilization of Funds - Last five years Financial Statements |
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Policy of Internal and External Audit |
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Key Indicator 6.5 Internal Quality Assurance System (30) |
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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 |
Administrative Audit Reports |
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Academic Audit Reports |
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6.5.2 |
Quality assurance initiatives of the institution include: 1. Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analyzed and used for improvements 2. Collaborative quality initiatives with other institution (s) 3. Participation in NIRF 4.Any other quality audit recognized by state, national or international agencies (ISO Certification, NBA) |
IQAC Minutes of Meeting |
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Conferences, Seminars, Workshops on quality conducted
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Collaborative quality initiatives with other institution(s) |
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Participation in NIRF |
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Orientation Programme on quality issues for teachers and students |
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Certification (NBA & ISO) |
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