| Sr No. |
Criteria No. |
Sub Criteria |
Point |
| 1 |
6.1 |
|
Institutional Vision and Leadership |
|
|
6.1.1 |
The governance of the institution is reflective of and in tune with the vision and mission of the institution |
|
|
6.1.2 |
The effective leadership is visible in various institutional practices such as decentralization and participative management. |
| 2 |
6.2 |
|
Strategy Development and Deployment |
|
|
6.2.1 |
The institutional Strategic/ perspective plan is effectively deployed |
|
|
6.2.2 |
The functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment and service rules, procedures, etc. |
|
|
6.2.3 |
Implementation of e-governance in areas of operation Administration Finance and Accounts Student Admission and Support Examination |
| 3 |
6.3 |
|
Faculty Empowerment Strategies |
|
|
6.3.1 |
The institution has effective welfare measures for teaching and non- teaching staff |
|
|
6.3.2 |
Number of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the year |
|
|
6.3.3 |
Total number of professional development /administrative training Programmes organized by the institution for teaching and non teaching staff during the year |
|
|
6.3.4 |
Total number of teachers attending professional development Programmes viz., Orientation / Induction Programme, Refresher Course, Short Term Course during the year |
|
|
6.3.5 |
Institutions Performance Appraisal System for teaching and non- teaching staff |
| 4 |
6.4 |
|
Financial Management and Resource Mobilization |
|
|
6.4.1 |
Institution conducts internal and external financial audits regularly Enumerate the various internal and external financial audits carried out during the year with the mechanism for settling audit objections within a maximum of 200 words |
|
|
6.4.2 |
Funds / Grants received from non-government bodies, individuals, philanthropers during the year (not covered in Criterion III) |
|
|
6.4.3 |
Institutional strategies for mobilization of funds and the optimal utilization of resources |
| 5 |
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 |
|
|
6.5.2 |
The institution reviews its teaching learning process, structures & methodologies of operations and learning outcomes at periodic intervals through IQAC set up as per norms and recorded the incremental improvement in various activities |
|
|
6.5.3 |
Quality assurance initiatives of the institution include: Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analyzed and used for improvements Collaborative quality initiatives with other institution(s) Participation in NIRF any other quality audit recognized by state, national or international agencies (ISO Certification, NBA |
