Criterion VI – Governance, Leadership and Management

Metric No.	Key Indicator - 6.1 Institutional Vision and Leadership	Download
6.1.1	The institutional governance and leadership are in accordance with the vision and mission of the Institution and it is visible in various institutional practices such as NEP implementation, sustained institutional growth, decentralization, participation in the institutional governance and in their short term and long term Institutional Perspective Plan.

Metric No.	Key Indicator - 6.2 Strategy Development and Deployment	Download
6.2.1	The institutional perspective plan is effectively deployed and functioning of the institutional bodies are effective and efficient as visible from policies, administrative setup, appointment, service rules, and procedures, etc.
6.2.2	Institution implements e-governance in its operations. 6.2.2.1 e-governance is implemented covering the following areas of operations: Administration including complaint management Finance and Accounts Student Admission and Support Examinations

Metric No.

Key Indicator - 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 are effective and efficient as visible from policies, administrative setup, appointment, service rules, and procedures, etc.

6.2.2

Institution implements e-governance in its operations.

6.2.2.1 e-governance is implemented covering the following areas of operations:

Administration including complaint management
Finance and Accounts
Student Admission and Support
Examinations

Metric No.	Key Indicator - 6.3 Faculty Empowerment Strategies (30)	Download
6.3.1	The institution has performance appraisal system, effective welfare measures for teaching and non-teaching staff and avenues for career development/progression.
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: Number of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies year-wise during the last five years.
6.3.3	Percentage of teachers undergoing online/ face-to-face Faculty Development Programmes (FDPs)/ Management Development Programmes (MDPs) during the last five years. 6.3.3.1: Total number of teachers who have undergone online/ face to-face Faculty Development Programmes (FDP)/ Management Development Programs (MDP) during the last five years.

Metric No.

Key Indicator - 6.3 Faculty Empowerment Strategies (30)

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6.3.1

The institution has performance appraisal system, effective welfare measures for teaching and non-teaching staff and avenues for career development/progression.

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: Number of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies year-wise during the last five years.

6.3.3

Percentage of teachers undergoing online/ face-to-face Faculty Development Programmes (FDPs)/ Management Development Programmes (MDPs) during the last five years.

6.3.3.1: Total number of teachers who have undergone online/ face to-face Faculty Development Programmes (FDP)/ Management Development Programs (MDP) during the last five years.

Metric No.	Key Indicator – 6.4 Financial Management and Resource Mobilization	Download
6.4.1	Institutional strategies for mobilisation of funds other than salary and fees and the optimal utilisation of resources.
6.4.2	Funds / Grants received from government bodies, non-government bodies, and philanthropists during the last five years (not covered in Criterion III and V). 6.4.2.1: Total Grants received from government/non-government bodies,philanthropists year wise during last five years (not covered in Criterion III and V) (INR in Lakhs).
6.4.3	Institution regularly conducts internal and external financial audits regularly.

Metric No.

Key Indicator – 6.4 Financial Management and Resource Mobilization

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6.4.1

Institutional strategies for mobilisation of funds other than salary and fees and the optimal utilisation of resources.

6.4.2

Funds / Grants received from government bodies, non-government bodies, and philanthropists during the last five years (not covered in Criterion III and V).

6.4.2.1: Total Grants received from government/non-government bodies,philanthropists year wise during last five years (not covered in Criterion III and V) (INR in Lakhs).

6.4.3

Institution regularly conducts internal and external financial audits regularly.

Metric No.	Key Indicator - 6.5 Internal Quality Assurance System	Download
6.5.1	Internal Quality Assurance Cell (IQAC)/ Internal Quality Assurance System (IQAS) has contributed significantly for institutionalizing the quality assurance strategies and processes, by constantly reviewing the teaching-learning process, structures & methodologies of operations and learning outcomes, at periodic intervals. Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes visible in terms of – Incremental improvements made for the preceding five years with regard to quality (in case of first cycle) Incremental improvements made for the preceding five years with regard to quality and post accreditation quality initiatives (second and subsequent cycles)
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.
6.5.3	Institution has adopted the following for Quality assurance: Academic and Administrative Audit (AAA) and follow up action taken Conferences, Seminars, Workshops on quality conducted Collaborative quality initiatives with other institution(s) Orientation programme on quality issues for teachers and students Participation in NIRF and other recognized ranking like Shanghai Ranking, QS Ranking Times Ranking etc Any other quality audit recognized by state, national or international agencies

Metric No.

Key Indicator - 6.5 Internal Quality Assurance System

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6.5.1

Internal Quality Assurance Cell (IQAC)/ Internal Quality Assurance System (IQAS) has contributed significantly for institutionalizing the quality assurance strategies and processes, by constantly reviewing the teaching-learning process, structures & methodologies of operations and learning outcomes, at periodic intervals.

Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes visible in terms of –

Incremental improvements made for the preceding five years with regard to quality (in case of first cycle)

Incremental improvements made for the preceding five years with regard to quality and post accreditation quality initiatives (second and subsequent cycles)

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.

6.5.3

Institution has adopted the following for Quality assurance:

Academic and Administrative Audit (AAA) and follow up action taken
Conferences, Seminars, Workshops on quality conducted
Collaborative quality initiatives with other institution(s)
Orientation programme on quality issues for teachers and students
Participation in NIRF and other recognized ranking like Shanghai Ranking, QS Ranking Times Ranking etc
Any other quality audit recognized by state, national or international agencies